Campus Improvement Plan 2023-2024

Strategy 1: Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6 -
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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Substitutes - 211 - Title I, Part A - 11-6112 - $1,000, Extra Duty Professional/Merit Pay/Overtime/Support Personnel - 211 - Title I, Part A - 11-6116, 11-6118, 11-6121, 11-6125, 11-6129 - $5, Employee Travel [T&P], Webinars - 211 - Title I, Part A - 13-6411, 23-6411, 13-6499, 23-6499, 31-6499 - $5, Substitutes - 199 PIC 11 - Instructional Services - 11-6112 - $4,000

Strategy 2: Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Misc. Contract Services/Region 4 - 211 - Title I, Part A - 11-6299, 13-6239, 13-6299, 23-6239, 23-6299, 31-6299, 61-6299 - $506 Strategy 3 Details

Strategy 3: Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- TEA Priorities:
Recruit, support, retain teachers and principals, Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Magazines, Periodicals, Other Reading Materials - 211 - Title I, Part A - 11-6325, 11-6329, 13-6329, 23-6329 - $4, Supplies and Materials - 211 - Title I, Part A - 11-6399 - $470

Strategy 4: Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team
Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 5: Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I: 2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction Funding Sources: Supplies and Materials - Language Support - 199 PIC 25 - ESL/Bilingual - 11-6399 - $2,760, Other Reading Materials - 199 PIC 25 - ESL/Bilingual - 11-6329 - $500

Strategy 6: Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team Title I: 2.4, 2.5, 2.6

- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7: Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1: Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc).
Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Other Reading Materials - 199 PIC 30 - At Risk School Wide SCE - 13-6329 - $1,000, Supplies - 199 PIC 30 - At Risk School Wide SCE - 11-6399 -
$2,700

Strategy 2: Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. April 8 - Solar Eclipse glasses purchased as consumable to create a learning opportunity, build connections in science content, and provide a positive school experience for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I: 
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Source: Supplies and Materials - 199 PIC 11 - Instructional Services - 11-6399 - $2,000

Strategy 3: Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources.
 

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Source: Software and Technology - 211 - Title I, Part A - 11-6397, 11-6398 - $4,301, Supplies and Materials - 211 - Title I, Part A - 11-6399 - $470

Strategy 4: Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact:  Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 5: Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring:  Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 6: Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1: Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Misc. Operating Expense - 199 PIC 11 - Instructional Services - 11-6499 - $1,000

Strategy 2: Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 3: Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Supplies and Materials - 211 - Title I, Part A - 11-6399 - $470, Other Contract Maintenance/Repair/Misc Contract Services - 199 PIC 11 - Instructional Services - 11-6249, 11-6299 - $550, Other Reading Materials - 199 PIC 11 - Instructional Services - 11-6329, Other Reading Materials - At Risk - 199 PIC 30 - At Risk School Wide SCE - 11-6329 - $1,000, Technology Equipment/Software - 199 PIC 11 - Instructional Services - 11-6397, 11-6398 - $1,100, Supplies and Materials - 199 PIC 11 - Instructional Services - 11-6399 - $2,229

Strategy 4: Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 5: Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Other Reading Materials -BIL/Magazines & Periodicals - 199 PIC 11 - Instructional Services - 11-6329, 11-6325 - $501

Strategy 6: Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7: Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1:  Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring:Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 2:  Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 3: Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 4:  Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 5:  Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 6: Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7: Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1: Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 2:  Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 3:  Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources. Strategy's Expected Result/Impact: Increased student achievement Staff Responsible for Monitoring: Campus Leadership Team

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Supplies and Materials - 211 - Title I, Part A - 11-6399 - $9,409

Strategy 4: Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Substitutes - 199 PIC 11 - Instructional Services - 11-6112 - $1,000

Strategy 5: Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 6:  Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7:  Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1: Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 2: Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 3: Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources:Supplies and Materials - 211 - Title I, Part A - 11-6399

Strategy 4: Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 5: Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 6: Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7:  Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1: Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors. Strategy's Expected Result/Impact: Increased student achievement

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 2:  Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 3: Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources. Strategy's Expected Result/Impact: Increased student achievement

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Supplies and Materials - 211 - Title I, Part A - 11-6399

Strategy 4: Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 5: Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team
Title I: 2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 6: Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7: Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1: Community circles will be planned and facilitated by school counselor and teachers to support students understanding the concept and actions of each SBISD Core Characteristic: Academically Prepared, Ethical & Service-minded, Empathetic & Self-aware, Persistent & adaptable, Resourceful Problem-solver, Communicator & Collaborator. Activities aligned with Core Characteristics may require instructional materials, supplies, technology, substitutes, and extra duty pay for staff for student and family events outside the normal school day.

Strategy's Expected Result/Impact: Increased student engagement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 2: Guidance lessons will be planned and facilitated by school counselor and teachers to support students understanding the concept and actions of each SBISD Core Characteristic: Academically Prepared, Ethical & Service-minded, Empathetic & Self-aware, Persistent & adaptable, Resourceful Problem-solver, Communicator & Collaborator. Activities aligned with Core Characteristics may require instructional materials, supplies, technology, substitutes, and extra duty pay for staff for student and family events outside the normal school day.

Strategy's Expected Result/Impact: Increased student engagement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Counselor Supplies - 199 PIC 99 - Undistributed - 31-6399 - $200

Strategy 3: Events: Housman students and staff will participate in scheduled activities to increase school connectedness, understanding of SBISD Core Characteristics, and the home-school connection. Activities include: Awards' Ceremonies, No Place For Hate, Red Ribbon Week, Gen-TX Week, Parent Engagement activities, Curriculum Events, Buddy Days and other related activities as recommended based on data and aligned to SBISD Core Characteristics. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology resources, and translation services through extra duty to staff or district approved contracted services. Events may be held in person or through Zoom to increase parent engagement.

Strategy's Expected Result/Impact: Increased student engagement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6, 4.1, 4.2
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Student Travel - 199 PIC 11 - Instructional Services - 11-6142 - $1,400

Strategy 1: Staff: Provide personalized support for students and teachers through instructional staff. Support may include but will not be limited to: coaching, professional development, planning, and intervention groups. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources:Staff [2 Interventionists, 1 Associate Teacher] - 211 - Title I, Part A - 11-6119, 11-6141, 11-6142, 11-6129 - $174,541, Salary Expenses - 211 - Title I, Part A - 13-6116, 13-6119, 31-6116, 31-6119, 31-6142, 61-6116, 61-6119, 61-6121, 61-6125, 61-6129, 61-6142, 61-6146 - $10, Substitutes/Overtime/Other Payroll Payments - 199 PIC 99 - Undistributed - 13-6116, 23-6122, 23-6121 - $1,920, PD - Region 4 - 199 PIC 99 - Undistributed - 23-6329 - $150

Strategy 2: Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources:Student Travel and Transportation - 211 - Title I, Part A - 11-6142, 11-6494 - $2

Strategy 3: Response to Intervention: Identify student needs, targets for growth, and provide in school and out-of-school intervention to increase campus performance, close performance gaps, and positively impact school connectedness. Student needs will highlight the need for instructional materials, supplies, and/or technology. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Extra Duty Pay - 199 PIC 11 - Instructional Services - 11-6116 - $5,000, Substitutes - Support Staff - 199 PIC 11 - Instructional Services - 11-6122 - $2,940, Tech Equipment/Misc Operating Expense - 199 PIC 30 - At Risk School Wide SCE - 11-6398, 13-6499 - $1,300, Supplies and Materials - 199 PIC 23 - Special Education - 11-6399 - $570

Strategy 4:  Resources: Provide resources to facilitate responsive teaching based on student needs in core subjects - ELA, Math, Science, and Social Studies. Resources needed may include books [Spanish and English], teacher professional books, supplies and materials, digital and technology equipment, subscriptions, and resources.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- TEA Priorities:
Recruit, support, retain teachers and principals, Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Library - Other Reading Materials - 211 - Title I, Part A - 12-6329 - $0, Tech Equipment, Other Reading Materials, Library Supplies - 199 PIC 99 - Undistributed - 12-6329, 12-6398, 12-6399 - $1,000

Strategy 5: Reading Academy: Newly hired K-3 teachers, SpEd teachers, and interventionists will engage in professional learning and practice aligned to House Bill 3 Reading Academy. Professional learning may require additional materials, supplies, substitutes, and/or technology. Professional learning may also result in student interventions outside normal school day for students. Staff who previously participated in Reading Academy will continue professional learning and implementation around Reading Academy learning during collaborative team time and campus professional learning.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 6:  Language Support: Teachers will implement a daily language target as a part of morning routines partnered with announcements to support building vocabulary and language production in English./p>

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 7: Student-Centered Coaching: Staff will actively participate in student-centered coaching that focuses on evidence of student learning through collaborative practices with district and campus instructional leaders. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward, Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 8:  Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student achievement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 1:  Task Forces: Staff will actively engage in Task Forces to support student achievement, student attendance, special populations, and SBISD Core Characteristics.

Strategy's Expected Result/Impact: Increased student attendance & decreased tardiness
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Supplies and Materials - 211 - Title I, Part A - 61-6399 - $1,431

Strategy 2:  Parent Education meetings regarding on time arrival and school attendance - Administrators will implement a system to meet with parents 1-1 and in groups to educate them on the importance of regular school attendance, on time arrival, and how tardies and absences impact student learning.

Strategy's Expected Result/Impact: Increased student attendance & decreased tardiness
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6, 4.1, 4.2
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Other Reading Materials - Parents - 211 - Title I, Part A - 61-6329 - $1, Misc. Operating Expense - Family Engagement - 211 - Title I, Part A - 61-6499 - $500

Strategy 3:  Professional Learning Communities: Instructional support and professional learning will primarily occur through content team professional learning communities (PLCs). PLCs will focus their work and learning in the following areas: (1) Targeted TEKS-aligned instruction, (2) formative and summative assessments and data analysis and action planning cycle, (3) development of instructional strategies and lessons that meet student needs and support concept development, (4) review of student products, (5) exploration of competency-based progression toward mastery of essential standards (6) Attendance (7) Accommodations (8) Emergent Bilingual students (9) Student Culture. Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning will be embedded into the natural work and learning of teachers throughout the year. Professional learning will occur through team collaboration, campus professional development, and through external opportunities (PD seminars, school visits, etc). Professional learning will result in improvements in instructional practice that may require additional materials, supplies, and/or technology. Professional learning may also result in additional intervention and/or extension outside normal school day for students. Professional learning and strategic planning will require funding substitutes. Professional development may include trainings and materials from Lead4Ward , Harris County Department of Ed, Solution Tree, and other approved vendors.

Strategy's Expected Result/Impact: Increased student attendance & decreased tardiness
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6, 4.1, 4.2
- TEA Priorities:
Recruit, support, retain teachers and principals, Build a foundation of reading and math, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: Employee Travel - 199 PIC 99 - Undistributed - 23-6411 - $1,300

Strategy 1: Update campus EOP annually and train staff at the start of each school year.

Strategy's Expected Result/Impact: Increased student achievement and engagement
Staff Responsible for Monitoring: Campus Leadership Team

Title I:
2.4, 2.5, 2.6
- 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 2: Strategic Staffing, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 2: Provide supplies to the clinic and nurse to maintain a healthy school environment. Support the nurse in attending professional development.

Strategy's Expected Result/Impact: Maintain a healthy school environment
Staff Responsible for Monitoring: Nurse, Administrative team

Title I:
2.4, 2.5, 2.6
Funding Sources: Supplies & Employee Travel - 199 PIC 99 - Undistributed - 33-6399, 33-6411 - $1,000