Campus Improvement Plan 2024-2025
Spring Oaks Middle School
- Mission Statement, Vision, Core Values
- Comprehensive Needs Assessment
- Goal 1: Student Achievement
- Goal 2: Student Support
- Goal 3: Safe Schools
- Goal 4: Fiscal Responsibility
- Campus Funding Summary
Mission Statement, Vision, Core Values
Spring Branch Independent School District
Spring Oaks Middle School
2024-2025 Campus Improvement Plan
Mission Statement
Spring Oaks Middle School will:
Work hard.
Be kind.
Embrace challenges.
Learn daily.
No excuses.
Vision
As a SOMS community, we commit to providing a high-quality education for all students.
Core Values
Every Child: We put students at the heart of everything we do.
Collective Greatness: We, as a community, leverage our individual strengths to reach challenging goals.
Collaborative Spirit: We believe in each other and find joy in our work.
Limitless Curiosity: We never stop learning and growing.
Moral Compass: We are guided by strong character, ethics and integrity.
Core Characteristics of a T-2-4 Ready Graduate
Academically Prepared: Every Child finds joy in learning, has a learner's mindset and is motivated and equipped with the knowledge, skills and competencies to succeed in life.
Ethical & Service-Minded: Every Child acts with integrity, is personally responsible for their actions and is a civically-engaged community member.
Empathetic & Self-Aware: Every Child appreciates differences, forms secure relationships and cares for their own and others’ emotional, mental and physical health.
Persistent & Adaptable: Every Child is fueled by their own passions, interests and goals and perseveres with confidence and courage.
Resourceful Problem-Solver: Every Child thinks critically and creatively and applies knowledge to find and solve problems.
Communicator & Collaborator: Every Child skillfully conveys thoughts, ideas, knowledge and information and is a receptive and responsive listener.
Comprehensive Needs Assessment
Demographics
Comprehensive Needs Assessment
Demographics
Demographics Summary
Spring Oaks Middle School serves students in grades 6-8 within the Spring Branch Independent School District (SBISD). Enrollment trends showed a decrease of 61 students from the 2022–2023 school year to the 2023–2024 school year.
Enrollment Trends:
2023-2024: Enrollment – 583
2022-2023: Enrollment – 644
2021-2022: Enrollment – 673
Source: PEIMS OnDataSuite Fall Dashboard
The demographic profile of the students at Spring Oaks Middle School has remained relatively consistent during the past three years. The majority of the students are Hispanic, followed by African American. Many of the students are considered economically disadvantaged, which qualifies the campus as a Title 1 school.
During the 2023-2024 school year, 59.2% of the students were identified as Emergent Bilingual/English Learner (EB/EL); 79.8% At-Risk; 9.1% Immigrant; 0.9% Homeless; 19.7% of students were identified for special education services; and 4.5% were identified for gifted and talented services.
Demographic Trends: Race/Ethnicity
2023-2024: African American – 32 (5.5%)
2022-2023: African American – 35 (5.4%)
2021-2022: African American – 35 (5.2%)
2023-2024: American Indian-Alaskan Native – *
2022-2023: American Indian-Alaskan Native – *
2021-2022: American Indian-Alaskan Native – 0 (0.0%)
2023-2024: Asian – 9 (1.5%)
2022-2023: Asian – 10 (1.6%)
2021-2022: Asian – 14 (2.1%)
2023-2024: Hispanic – 504 (86.5%)
2022-2023: Hispanic – 561 (87.1%)
2021-2022: Hispanic – 590 (87.7%)
2023-2024: Native Hawaiian-Pacific Islander – 0 (0.0%)
2022-2023: Native Hawaiian-Pacific Islander – 0 (0.0%)
2021-2022: Native Hawaiian-Pacific Islander – 0 (0.0%)
2023-2024: White – 28 (4.8%)
2022-2023: White – 29 (4.5%)
2021-2022: White – 27 (4.0%)
2023-2024: Two-or-more – 9 (1.5%)
2022-2023: Two-or-more – 7 (1.1%)
2021-2022: Two-or-more – 7 (1.0%)
Source: PEIMS OnDataSuite Fall Dashboard
*Fewer than five students not shown
Additional Student Information:
2023-2024: At-Risk – 465 (79.8%)
2022-2023: At-Risk – 517 (80.3%)
2021-2022: At-Risk – 496 (73.7%)
2023-2024: Economically Disadvantaged – 506 (86.8%)
2022-2023: Economically Disadvantaged – 588 (91.3%)
2021-2022: Economically Disadvantaged – 609 (90.5%)
2023-2024: Emergent Bilingual/English Learner – 345 (59.2%)
2022-2023: Emergent Bilingual/English Learner – 413 (64.1%)
2021-2022: Emergent Bilingual/English Learner – 395 (58.7%)
2023-2024: Gifted and Talented – 26 (4.5%)
2022-2023: Gifted and Talented – 27 (4.2%)
2021-2022: Gifted and Talented – 28 (4.2%)
2023-2024: Homeless – 5 (0.9%)
2022-2023: Homeless – 10 (1.6%)
2021-2022: Homeless – *
2023-2024: Immigrant – 53 (9.1%)
2022-2023: Immigrant – 45 (7.0%)
2021-2022: Immigrant – 58 (8.6%)
2023-2024: Migrant – 0 (0.0%)
2022-2023: Migrant – 0 (0.0%)
2021-2022: Migrant – 0 (0.0%)
2023-2024: Special Education – 115 (19.7%)
2022-2023: Special Education – 111 (17.2%)
2021-2022: Special Education – 98 (14.6%)
Source: PEIMS OnDataSuite Fall Dashboard
*Fewer than five students not shown
Attendance Rates:
2021-2022: 92.7%
2020-2021: 93.7%
2019-2020: 96.8%
Source: 2021-2022 Texas Academic Performance Report (TAPR)
Chronic Absenteeism:
2021-2022: 24.2%
2020-2021: 22.5%
2019-2020: 11.5%
Source: 2021-2022 Texas Academic Performance Report (TAPR)
Demographics Strengths
- SOMS demographic make-up continues to remain stable from year to year.
- There was a decrease in the number of students identified as EB. In 2022-2023, there were 64.1% EBs and in 2023-2024, 52.2% for a difference of 58 less students.
- Despite similar demographics in Hispanic, Economically Disadvantaged, and Special Ed numbers, SOMS continues to achieve despite barriers.
Problem Statements Identifying Demographics Needs
Problem Statement 1: Students with chronic absenteeism is increasing, not a trend that will help close the achievement gap. Root Cause: We will continue to work with students and families to encourage sending students to school when students are well enough and not staying home for other reasons (care taking of other siblings when they are ill).
Problem Statement 2: Enrollment continues to decline at SOMS and as a result, we are looking to qualify students on transfer, agreed to receive 2WDL students and program, as well as continue to offer SBS and LS special education programs. Root Cause: The trend for our area and schools along Hammerly are experiencing a decline of enrollment. The apartments across SOMS have undergone yearly increases in rent for our struggling families.
Student Achievement
Comprehensive Needs Assessment
Student Achievement
Student Achievement Summary
Spring Oaks Middle School implements a rigorous curriculum that is aligned to state standards and continuously revised to produce and prepare all students towards T-2-4 district goals. Students will master rigorous academic standards to ensure college and career readiness. We believe campus administrators and teachers are members of the campus’ Professional Learning Committees (PLC). PLC in SBISD is an ongoing collaborative team process used to establish a school-wide culture that develops teacher leadership explicitly focused on building and sustaining school improvement efforts.
A top priority in SBISD is literacy. Students receive the opportunity and skill set to experience meaningful literacy experiences that are rigorous and engaging. With their peers, students in SBISD listen, speak, read and write through the content areas with a commitment that they will become lifelong readers and writers. SBISD is driven by standards, focused on strategies, differentiated, and guided by student data. Numeracy is also a top priority in SBISD. Our goal is to provide academic experiences that build confident and creative mathematical thinkers. Students identified for special education (SPED) services or as Emergent Bilingual/English Learner (EB/EL) are also a district focus.
Below is a summary of the STAAR Redesign Reading passing rates for 2023 (Baseline Year):
6th Grade Reading - 69% Approaches; 41% Meets; 12% Masters
7th Grade Reading - 67% Approaches; 40% Meets; 14% Masters
8th Grade Reading - 69% Approaches; 35% Meets; 10% Masters
SPED All Grades Reading - 43% Approaches; 19% Meets; 2% Masters
EB/EL All Grades Reading - 63% Approaches; 33% Meets; 10% Masters
Source: 2022-2023 Texas Academic Performance Report (TAPR)
Below is a summary of the STAAR Redesign Mathematics passing rate for 2023 (Baseline Year):
6th Grade Mathematics - 72% Approaches; 28% Meets; 8% Masters
7th Grade Mathematics - 53% Approaches; 19% Meets; 1% Masters
8th Grade Mathematics - 80% Approaches; 48% Meets; 13% Masters
End of Course Algebra I - 100% Approaches; 73% Meets; 48% Masters
SPED All Grades Mathematics - 52% Approaches; 21% Meets; 6% Masters
EB/EL All Grades Mathematics - 71% Approaches; 36% Meets; 10% Masters
Source: 2022-2023 Texas Academic Performance Report (TAPR)
Student Achievement Strengths
- Overall academic performance on STAAR improved in all content areas at approaches, meets, and masters levels except for reading masters.
- SOMS is rated as a high C campus (unofficial score).
- Academic performance for students served in Special Education and Emergent Bilingual programs improved in all content areas at the approaches, meets, and masters levels with EBs closing more of the gap to that of their non-EB peers.
Problem Statements Identifying Student Achievement Needs
Problem Statement 1: Special Ed and EB special populations will be continued areas of focus. Root Cause: Special Ed and EB students exhibit an achievement gap compared to their non special ed/EB peers.
Problem Statement 2: Reading and literacy will be a continued area of focus. Root Cause: A gap continues to exist for SpEd and EB student performance compared to their general ed peers.
Staff Recruitment and Retention
Comprehensive Needs Assessment
Staff Recruitment and Retention
Staff Recruitment and Retention Summary
The Talent strategy is to recruit and retain the best employees at Spring Oaks Middle School to support students. For employees and support personnel, this includes recruitment processes and hiring practices to develop and retain staff to meet the unique needs of each department and/or campus. Increased creativity and flexibility in our staffing, compensation, and benefit plans will help SBISD attract and retain qualified individuals. In order to meet our strategic goals, attract and retain the best talent, we focus our efforts on the following key areas:
- Recruitment and Retention of instructional, non-instructional, paraprofessional, and auxiliary staff
- Onboarding processes
- Staffing and Performance Management
- Competitive Compensation and Benefits
- Benefits Training opportunities
Teacher by years of experience:
2023-2024: Beginning – 2.8 FTE (5.2%)
2022-2023: Beginning – 4 FTE (7.2%)
2021-2022: Beginning – 3.1 FTE (5.5%)
2023-2024: 1-5 Years – 15.5 FTE (28.5%)
2022-2023: 1-5 Years – 18.6 FTE (33.6%)
2021-2022: 1-5 Years – 16.4 FTE (29.0%)
2023-2024: 6-10 Years – 16.0 FTE (29.5%)
2022-2023: 6-10 Years – 14.6 FTE (26.4%)
2021-2022: 6-10 Years – 18.5 FTE (32.7%)
2023-2024: 11-20 Years – 13.0 FTE (23.9%)
2022-2023: 11-20 Years – 9.4 FTE (17.0%)
2021-2022: 11-20 Years – 9.5 FTE (16.8%)
2023-2024: Over 20 Years – 7.0 FTE (12.9%)
2022-2023: Over 20 Years – 8.7 FTE (15.7%)
2021-2022: Over 20 Years – 9.1 FTE (16.1%)
2023-2024: Total – 54.3 FTE (100%)
2022-2023: Total – 55.3 FTE (100%)
2021-2022: Total – 56.5 FTE (100%)
Source: PEIMS OnDataSuite, Fall Core Teacher Summary Report
Staff Recruitment and Retention Strengths
- SOMS holds regular meetings (Faculty, DC, PLC, Team, and Grade Level, ILT, Behavior/SEL) to promote open discussions regarding district, campus, and classroom issues to reach consensus on solutions.
- Campus mentoring and onboarding program ensures that all new staff are supported from mentors and teachers in their content area team/department as well as provide monthly professional learning meetings.
- Appraisers and campus leadership set goals, give timely feedback, and focus on continuous cycles of improvement.
- Staff is engaged in the DDI and PLC processes and analyzes data continuously to better understand low performing areas and target individual student needs.
Problem Statements Identifying Staff Recruitment and Retention Needs
Problem Statement 1: SOMS has had to reach into the Associate Teacher pool for candidates to fill vacancies in ELA 6, ELA 7, and math 8. Root Cause: Candidate pools continue to be very thin.
Problem Statement 2: Data reflects a decrease in staffing numbers which will necessitate more creative thinking around staffing and scheduling. Root Cause: Data shows we have few FTEs each year coinciding with budget shortfalls.
Family and Community Engagement
Comprehensive Needs Assessment
Family and Community Engagement
Family and Community Engagement Summary
FAMILY ENGAGEMENT
Spring Oaks Middle School provides a sustained and strategic focus on educating, engaging and empowering families that are aligned with the SBISD Family E3 framework, focusing on building the capacity of families and staff to work together for student academic success. The Share a Smile Customer Service commitments are embedded into the Family E3 expectations, emphasizing the importance of customer service at our campus. The campus Translation and Interpretation Procedure asserts our commitment to provide families with information they can understand. Families are invited to attend campus and district events. The Family E3 team conducts an annual needs assessment with our campus to determine family engagement strengths and areas of support.
COMMUNITY ENGAGEMENT
Spring Oaks Middle School works closely with the SBISD Community Engagement Division to support meaningful, strategic two-way engagement of families, community members, partners, and volunteers. The district traditionally has a large and very committed network of partners and 12,000+ volunteers. During the summer, the Community Engagement team conducts a needs assessment with our campus to determine community engagement strengths and areas of support. We welcome and value volunteers who serve on our campus as mentors and tutors to support student success.
Family and Community Engagement Strengths
- SOMS is on a second consecutive year of having an active PTA.
- SOMS has committed to funding part of a CIS unit to have two CIS workers providing specialized and targeted support for students and families.
- SOMS will continue to host family events such as "Coffee, Cookies, and Conversations", Donuts with Dads/Muffins with Moms, Skyward/Canvas trainings, student-led conferences, Open House, Fall and Spring report card pick up nights, and Fall Festival.
Problem Statements Identifying Family and Community Engagement Needs
Problem Statement 1: SOMS will continue to strive to create varied opportunities to connect and engage with parents in addition to report card pick up nights. Root Cause:
SOMS's focus continues to be on academics and achievement and it is time to continue to branch out to offer more opportunities with the help and support of CIS and BG's Club staff.
Problem Statement 2: SOMS has invested in translation devices and headphones that has become routine for CIS to set up and translate. Root Cause: A translation schedule will need to be created to offer opportunities for others to set up and translate for comp time or pay.
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 AND CAREER READINESS BENCHMARK
- Performance Objective 6 - ADVANCED COURSES
Performance Objective 1 - ACHIEVEMENT
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Oaks Middle School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 1: ACHIEVEMENT: By June 2025, Spring Oaks Middle School will increase student performance on STAAR Redesign Grades 6-8 exams in reading and math by at least 5 percentage points in approaches, 3 percentage points in meets, and 3 percentage points in masters.
2023-24: Reading: 67% (approaches), 41% (meets), 16% (masters); Math: 70% (approaches), 37% (meets), 12% (masters)
2022-23: Reading: 68% (approaches), 38% (meets), 12% (masters); Math: 73% (approaches), 37% (meets), 12% (masters) Baseline Year
Evaluation Data Sources: 2023 Texas Academic Performance Report and 2024 Texas Education Agency Data Tables
Strategy 1: All teachers and departments will be supported by ILT, Instructional Coaches, and Instructional Facilitator to support the PLC process and ensure teachers follow the PLC 7 Steps in planning.
Strategy's Expected Result/Impact: Increased overall achievement in tested areas specifically in meets and masters levels.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator
Title I:
2.4, 2.5
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 5: Effective Instruction
Funding Sources: Supply/Material - 211 - Title I, Part A - 211.11.6399.000.046.30.0.000.FBG25 - $84,999, Student Transportation - 211 - Title I, Part A - 211.11.6494.000.046.30.0.000.FBG25 - $10,000, Teacher & Prof Salary - 211 - Title I, Part A - 211.11.6119.000.046.30.0.000.FBG25 - $109,444, Medicare - 211 - Title I, Part A - 211.11.6141.000.046.30.0.000.FBG25 - $2,863, Employer Contribution - 211 - Title I, Part A - 211.11.6142.000.046.30.0.000.FBG25 - $8,574, Workers Comp - 211 - Title I, Part A - 211.11.6143.000.046.30.0.000.FBG25 - $946, Teacher Retirement - 211 - Title I, Part A - 211.11.6146.000.046.30.0.000.FBG25 - $23,296, Technology - 211 - Title I, Part A - 211.11.6398.000.046.30.0.000.FBG25 - $10,000, Student Transportation - 199 PIC 23 - Special Education - 199.11.6494.000.046.23.0.046 - $110, Supply/Matl Risk - 199 PIC 30 - At Risk School Wide SCE - 199.11.6399.000.046.30.0.046 - $6,550, Oth Payroll - 199 PIC 30 - At Risk School Wide SCE - 199.11.6116.000.046.30.0.046 - $3,500, Misc Operating Expense - 199 PIC 30 - At Risk School Wide SCE - 199.13.6499.000.046.30.0.046 - $3,500, Overtime - 199 PIC 99 - Undistributed - 199.51.6121.000.046.99.0.046 - $1,000
Strategy 2: ELA and math campus leaders will continue to implement and support improved structures and approaches to literacy and numeracy for all grade levels' implementation with support from Humanities Dept/Julia C.-Garcia and Math/Stacey Weirich.
Strategy's Expected Result/Impact: Increased percentage of students at the meets and masters levels on STAAR reading and math.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator
Title I:
2.5, 2.6
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 5: Effective Instruction
Funding Sources: Teacher & Prof Salary - 211 - Title I, Part A - 211.13.6119.000.046.30.0.000.FBG25 - $9,147, Medicare - 211 - Title I, Part A - 211.13.6141.000.046.30.0.000.FBG25 - $147, Workers Comp - 211 - Title I, Part A - 211.13.6143.000.046.30.0.000.FBG25 - $49, Teacher Retirement - 211 - Title I, Part A
- 211.13.6146.000.046.30.0.000.FBG25 - $1,197
Strategy 3: Ongoing PD opportunities will be provided and required, such as, though not limited to 1) focus on EB and SpEd strategies 2) coordinating with all department's district leads to provide additional support to continue implementing and refining strategies and approaches specific to each discipline, refining our RtI processes and structures (CAIS) 4) effectively utilizing Canvas, Google Classroom/Suite, Go Formative, data analysis and supporting teachers in this work 5) and refining PLC 7 Steps.
Strategy's Expected Result/Impact: Increased number of students meeting or exceeding STAAR standards.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
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 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Substitutes - 199 PIC 11 - Instructional Services - 199.11.6112.000.046.11.0.46 - $1,500, Substitutes-Support Staff - 199 PIC 11 - Instructional Services - 199.11.6122.000.046.11.0.46 - $1,470, Medicare - 199 PIC 11 - Instructional Services - 199.11.6141.000.046.11.0.046 - $100, Workers comp - 199 PIC 11 - Instructional Services - 199.6143.000.046.11.0.046 - $50, Teacher Retirement - 199 PIC 11 - Instructional Services - 199.11.6146.000.046.11.0.046 - $50, Supply/Material - 199 PIC 11 - Instructional Services - 199.11.6399.000.46.11.0.046 - $27,367, Substitutes-Support Staff - 199 PIC 23 - Special Education - 199.11.6122.000.046.23.0.046 - $300, Medicare - 199 PIC 23 - Special Education - 199.11.6143.000.046.23.0.046 - $100, Workers Comp - 199 PIC 23 - Special Education - 199.11.6143.000.046.23.0.046 - $100, Substitutes - 199 PIC 30 - At Risk School Wide SCE - 199.11.6112.000.046.30.0.046 - $1,500, Medicare - 199 PIC 30 - At Risk School Wide SCE - 199.11.6141.000.046.30.0.046 - $50, Workers Comp - 199 PIC 30 - At Risk School Wide SCE - 199.11.6143.000.046.30.0.046 - $50
Strategy 4: Campus instructional leaders will review and monitor teachers' lesson plans and provided calibrated feedback, schedule instructional rounds/DDI and department to provide data feedback points, and review data analysis/extension-intervention plans. Campus instructional leaders will review disaggregated data to track and monitor academic progress of all students. CILT will also work with Community Superintendent, Dr. B. Williams, to monitor the implementation and effectiveness of our campus DDI plan.
Strategy's Expected Result/Impact: Increased number of students meeting or exceeding STAAR standards.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator, community superintendent
Title I:
2.4, 2.6
-TEA Priorities:
Build a foundation of reading and math, Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Oth Supplies - 199 PIC 99 - Undistributed - 199.12.6399.000.046.99.0.046 - $500
Performance Objective 2 - STUDENT GROWTH
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Oaks Middle School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 2: STUDENT GROWTH: By June 2025, Spring Oaks Middle School will increase the percentage of students demonstrating STAAR Redesign academic growth in reading and math by 5 percentage points or ≥ to 85%.
2023-24: School Progress-Annual Growth /Accelerated Learning: 56%/21% (Reading); 63%/41% (Math)
2022-23: School Progress-Annual Growth /Accelerated Learning: 58%/33% (Reading); 66%/41% (Math) Baseline Year
Evaluation Data Sources: 2023 Texas Academic Performance Report and 2024 Texas Education Agency Data Tables
Strategy 1: All teachers and departments will be supported by ILT, Instructional Coaches, and Instructional Facilitator to support the PLC process and ensure teachers follow the PLC 7 Steps in planning.
Strategy's Expected Result/Impact: Increased overall achievement in tested areas specifically in meets and masters levels.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator
Title I:
2.4, 2.5
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 5: Effective Instruction
Funding Sources: Oth Contract Maint/Repair - 199 PIC 30 - At Risk School Wide SCE - 199.11.6249.000.046.30.0.046 - $375, oth Payroll - 211 - Title I, Part A - 211.11.6116.000.046.30.0.000.FBG25 - $5,000
Strategy 2: ELA and math campus leaders will continue to implement and support improved structures and approaches to literacy and numeracy for all grade levels' implementation with support from Humanities Dept/Julia C.-Garcia and Math/Stacey Weirich.
Strategy's Expected Result/Impact: Increased percentage of students at the meets and masters levels on STAAR reading and math.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator
Title I:
2.5, 2.6
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 5: Effective Instruction
Strategy 3: Ongoing PD opportunities will be provided and required, such as, though not limited to 1) focus on EB and SpEd strategies 2) coordinating with all department's district leads to provide additional support to continue implementing and refining strategies and approaches specific to each discipline, refining our RtI processes and structures (CAIS) 4) effectively utilizing Canvas, Google Classroom/Suite, Go Formative, data analysis and supporting teachers in this work 5) and refining DDI and PLC 7 Steps.
Strategy's Expected Result/Impact: Increased number of students meeting or exceeding STAAR standards.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
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 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Substitutes - 211 - Title I, Part A - 211.11.6112.000.046.30.000.FBG25 - $1,378
Strategy 4: Campus instructional leaders will review and monitor teachers' lesson plans and provided calibrated feedback, schedule instructional rounds/DDI and department to provide data feedback points, and review data analysis/extension-intervention plans. Campus instructional leaders will review disaggregated data to track and monitor academic progress of all students. CILT will also work with Community Superintendent, Dr. B. Williams, to monitor the implementation and effectiveness of our campus DDI plan.
Strategy's Expected Result/Impact: Increased number of students meeting or exceeding STAAR standards.
Staff Responsible for Monitoring: Administrators, ILT, coaches, facilitator, community superintendent
Title I:
2.4, 2.6
-TEA Priorities:
Build a foundation of reading and math, Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Copier Maint - 199 PIC 99 - Undistributed - 199.23.6399.000.046.99.0.046 - $3,000, Supply-Office - 199 PIC 99 - Undistributed - 199.23.6399.000.046.99.0.046 - $1,000, Misc Operating Expense - 199 PIC 99 - Undistributed - 199.23.6499.000.046.99.0.046 - $500
Performance Objective 3 - CLOSING THE GAPS
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Oaks Middle School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 3: CLOSING THE GAPS: By June 2025, Spring Oaks Middle 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 6 component points.
2023-24: 14 of 32 Academic Achievement Points Met; 43.8% Component Points
2022-23: 16 of 32 Academic Achievement Points Met; 50% Component Points (Baseline Year)
Evaluation Data Sources: 2023 Federal Identification of Schools and 2024 Texas Education Agency Data Tables
Strategy 1: Invite Dr. K. Haffey to provide PD for ILT on Domain 3 indicators and strategize on high leverage ways to close gaps.
Strategy's Expected Result/Impact: SOMS will meet more indicators on Domain 3 end of year STAAR.
Staff Responsible for Monitoring: ILT
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 2: ILT will provide ongoing PD on EL and SpEd sub-populations strategies that are effective for all learners including scaffolded instruction, TRTW, providing visual supports, small group, and effective reteaching.
Strategy's Expected Result/Impact: All learners will improve in achievement affecting our largest subpopulations-Hispanic, Economically Disadvantaged, and Special Ed.
Staff Responsible for Monitoring: ILT
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Supply/Material Sp Ed - 199 PIC 23 - Special Education - 199.11.6399.000.046.23.0.46 - $600, Oth Reading Material - 199 PIC 25 - ESL/Bilingual - 199.11.6329.000.046.25.0.046 - $2,000
Performance Objective 4 - ENGLISH LANGUAGE ACQUISITION PROGRESS
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Oaks Middle School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 4: ENGLISH LANGUAGE ACQUISITION PROGRESS: By June 2025, the rate of Emergent Bilingual/English Learners increasing at least one composite score level on the TELPAS will meet or exceed the expected growth target for English Language Proficiency Status.
2023-24: TELPAS Progress Rate 46%
2022-23: TELPAS Progress Rate 37% (Baseline Year)
Evaluation Data Sources: 2023 Federal Identification of Schools and 2024 Texas Education Agency Data Tables
Strategy 1: ILT will provide ongoing PD on EL and SpEd sub-populations strategies that are effective for all learners including scaffolded instruction, TRTW, providing visual supports, small group, and effective reteaching.
Strategy's Expected Result/Impact: All learners will improve in achievement affecting our largest subpopulations-Hispanic, Economically Disadvantaged, and Special Ed.
Staff Responsible for Monitoring: ILT
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Supply/Matl Bil - 199 PIC 25 - ESL/Bilingual - 199.11.6399.000.046.25.0.046 - $3,950, Support Personnel - 211 - Title I, Part A - 211.11.6129.000.046.30.0.000.FBG25 - $25,000, Employer Contribution - 211 - Title I, Part A - 211.13.6142.000.046.30.0.000.FBG25 - $500
Strategy 2: SOMS will implement TRTW/SWRL strategies across all departments.
Strategy's Expected Result/Impact: We will work to increase English language acquisition across all EBs so that more students make at least one year's growth increasing number of students growing on TELPAS composite scores.
Staff Responsible for Monitoring: Administrators, ILT, Instructional Facilitator and Coaches, DCs
Title I:
2.4, 2.6
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 5: Effective Instruction
Performance Objective 5 - COLLEGE AND CAREER READINESS BENCHMARK
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Oaks Middle School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 5: COLLEGE AND CAREER READINESS BENCHMARK: By June 2025, Spring Oaks Middle School will increase the percentage of students who meet the college and career readiness benchmarks on the PSAT 8/9 by 3 percentage points in Reading and Writing (RW) and 6 percentage points in Mathematics.
2023-24: 21% Met RW; 14% Met Mathematics; 9% Met Both (Baseline Year)
Evaluation Data Sources: PSAT 8/9 (Grade 8) College Board
Strategy 1: Measure college and career readiness of students as measured by MAP as "on track" to College Board benchmark performance in reading an d math.
Strategy's Expected Result/Impact: Increase percentage of students who are on track in reading and math as measured on MAP.
Staff Responsible for Monitoring: ILT, DCs, Instructional Coaches and Facilitator
Title I:
2.5
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 2: Monitor the progress of all students and look for high-performing students not in AAC courses through regular data teaming reviews.
Strategy's Expected Result/Impact: Identify students in need of support as soon as gaps are recognized while also providing AAC courses to students who are achieving and need to be challenged.
Staff Responsible for Monitoring: ILT, Administrators, Instructional Coaches and Facilitator, CAIS
Title I:
2.4, 2.5
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Performance Objective 6 - ADVANCED COURSES
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Oaks Middle School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 6: ADVANCED COURSES: Increase the number of students completing advanced courses.
Spring 2024: 212 students completed one or more advanced courses
Spring 2023: 231 students completed one or more advanced courses
Spring 2022: 229 students completed one or more advanced courses
Evaluation Data Sources: Skyward course data (AAC and AP courses)
Strategy 1: Provide opportunities for Economically Disadvantaged and At-Risk students to participate in AAC/GT courses, including Fine Arts, by disseminating information about these classes to students and parents.
Strategy's Expected Result/Impact: Increase the number of Economically Disadvantaged and At-Risk students enrolling in and successfully completing AAC and AAC Fine Arts classes.
Staff Responsible for Monitoring: Administrators, Counselors, ILT, Instructional Coaches and Facilitator
TEA Priorities:
Connect high school to career and college
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Strategy 2: Monitor the performance of all students and look for high-performing students not in AAC courses through regular data teaming reviews.
Strategy's Expected Result/Impact: Identify students in need of support as soon as gaps are recognized while also providing AAC courses to students who are achieving and need to be challenged.
Staff Responsible for Monitoring: ILT, Administrators, Instructional Coaches and Facilitator, CAIS
Title I:
2.4, 2.5
-TEA Priorities:
Connect high school to career and college
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Supply-Counselor - 199 PIC 99 - Undistributed - 199.31.6399.000.046.99.0.046 - $800
Goal 2: Student Support
Student Support
- Performance Objective 1 -CORE CHARACTERISTICS OF A T-2-4 READY GRADUATE
- Performance Objective 2 -INTERVENTIONS
- Performance Objective 3 - POST-SECONDARY PLANNING
- Performance Objective 4 - STUDENT ATTENDANCE
Performance Objective 1 -CORE CHARACTERISTICS OF A T-2-4 READY GRADUATE
Goals
Goal 2: STUDENT SUPPORT. Spring Oaks Middle School students will benefit from multi-tiered systems of support.
Performance Objective 1: CORE CHARACTERISTICS OF A T-2-4 READY GRADUATE: By June 2025, Spring Oaks Middle School will implement at least three strategies that advance the focus on Core Characteristics for every child.
Evaluation Data Sources: Campus calendar and newsletters
Strategy 1: Academically Prepared
Develops strong literacy, numeracy, scientific, technology and reasoning skills.
Strategy's Expected Result/Impact: This will impact our campus's SMART goal to increase every students' literacy and numeracy skills so that each student makes at least one year's growth as measured by MAP, ORA, PSAs, PSTAAR/Interim, and STAAR assessments.
Staff Responsible for Monitoring: Principal, APs, IF, CAIS, Instructional Coaches, DCs
Title I:
2.4, 2.6
-TEA Priorities:
Build a foundation of reading and math
-ESF Levers:
Lever 5: Effective Instruction
Strategy 2: SOMS will strengthen the connection between school and home by coordinating with staff, PTA, CIS, counselors, and Boy's and Girls' Club to provide multiple avenues of opportunities (academic nights, parent trainings, transition information meetings, etc) for welcoming and connecting with parents.
Strategy's Expected Result/Impact: By creating a strong home-school connection, parent involvement and student achievement will increase.
Staff Responsible for Monitoring: Administrators, counselors
Title I:
4.1, 4.2
-TEA Priorities:
Recruit, support, retain teachers and principals, Connect high school to career and college, Improve low-performing schools
-ESF Levers:
Lever 3: Positive School Culture
Performance Objective 2 -INTERVENTIONS
Goals
Goal 2: STUDENT SUPPORT. Spring Oaks Middle School students will benefit from multi-tiered systems of support.
Performance Objective 2: INTERVENTIONS: By June 2025, Spring Oaks Middle School will implement TIER interventions with students identified as needing academic or behavioral supports.
Evaluation Data Sources: Multiple measures
Strategy 1: HERO software will be utilized to track student positive behaviors (PBIS) as well as tracking students who will need support with having an ID each day and getting to class on time (tardy count).
Strategy's Expected Result/Impact: Positive behaviors will be increased while decreasing undesired behaviors- more students on time and ready for school with IDs and recognition earned for exhibiting positive behaviors.
Staff Responsible for Monitoring: Administrators
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: Software - 211 - Title I, Part A - 211.11.6397.000.046.30.0.000.FBG25 - $8,000
Strategy 2: SOMS will subscribe and participate in translation services to be able to communicate with students' families whose home language is one other than English or Spanish.
Strategy's Expected Result/Impact: Lines of communication will be open to all families so that home-school connection can be strengthened by providing information in a home language about progress and monitoring and anything behavioral that warrants support.
Staff Responsible for Monitoring: Administrators, Grade level administrators, Counselors, CIS
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
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
Funding Sources: Mis Contract Services - 211 - Title I, Part A - 211.61.6299.000.046.30.0.000.FBG25 - $500, Misc Contract Services - 211 - Title I, Part A - 211.31.6299.000.046.30.0.000.FBG25 - $30,000, Supply/Material - 211 - Title I, Part A - 211.61.6399.000.046.30.0.000.FBG25 - $2,000, Misc Operating Expense - 211 - Title I, Part A - 211.61.6499.000.046.30.0.000.FBG25 - $2,000
Strategy 3: Campus instructional leaders will review and monitor teachers' lesson plans and provide calibrated feedback, schedule instructional rounds/DDI and department walks to provide data feedback points, and review data analysis/extension and intervention plans. Campus instructional leaders will review disaggregated data to track and monitor the implementation and effectiveness of our campus DDI plan.
Strategy's Expected Result/Impact: Increased number of students meeting or exceeding STAAR standards.
Staff Responsible for Monitoring: Administrators, ILT, Instructional Coaches and Facilitator, Community Superintendent
TEA Priorities:
Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 5: Effective Instruction
Performance Objective 3 - POST-SECONDARY PLANNING
Goals
Goal 2: STUDENT SUPPORT. Spring Oaks Middle School students will benefit from multi-tiered systems of support.
Performance Objective 3: POST-SECONDARY PLANNING: Spring Oaks Middle School students will engage in activities that will prepare them to meet graduation requirements and pursue a viable post-secondary outcome.
Evaluation Data Sources: 4-Year Plan, Endorsement Selection Form
Strategy 1: Incoming 6th graders will participate in transition visits to 5th feeder schools, including SOMS, and 8th grade students will participate in SWHS and Guthrie Center campus visits to learn more about electives and CTE for future course selections. Orientations for rising 6th graders will also be hosted.
Strategy's Expected Result/Impact: Students will have a better understanding on pathways of studies for CTE and college career readiness.
Staff Responsible for Monitoring: Administrators, Counselors
Title I:
2.6, 4.2
-TEA Priorities:
Connect high school to career and college
-ESF Levers:
Lever 1: Strong School Leadership and Planning
Strategy 2: Students will participate in a Bridge Year to explore high growth and high demand jobs and careers.
Strategy's Expected Result/Impact: Students will learn about career opportunities and the academic planning to help reach their post-secondary goals.
Staff Responsible for Monitoring: Administrators, Counselors
Title I:
2.6
-TEA Priorities:
Connect high school to career and college
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: Supply/Material - 199 PIC 22 - Career & Technology - 199.11.6399.340.046.22.0.046 - $2,720, Supply/Material - 199 PIC 22 - Career & Technology - 199.11.6399.344.046.22.0.046 - $6,060, Supply/Material - 199 PIC 22 - Career & Technology - 199.11.6399.345.046.22.0.046 - $330, Supply-Exploring Careers - 199 PIC 22 - Career & Technology - 199.11.6399.346.046.22.0.046 - $285, Student Travel - 211 - Title I, Part A - 211.11.6412.000.046.30.0.000.FBG25 - $1,600
Strategy 3: Students will complete course selection processes aligned to their career and endorsement path for their 9th grade school year.
Strategy's Expected Result/Impact: All students will have a full schedule of courses aligned to career and endorsement paths for 9th grade.
Staff Responsible for Monitoring: Administrators, Counselors
Title I:
2.6
-TEA Priorities:
Connect high school to career and college
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Strategy 4: Students will complete a 4-Year Plan before the end of their 8th grade year.
Strategy's Expected Result/Impact: All 8th grade students will choose a career path aligned to an endorsement and plan their courses across all 4 years of high school.
Staff Responsible for Monitoring: Administrators, Counselors
Title I:
2.6
-TEA Priorities:
Connect high school to career and college
-ESF Levers:
Lever 1: Strong School Leadership and Planning
Performance Objective 4 - STUDENT ATTENDANCE
Goals
Goal 2: STUDENT SUPPORT. Spring Oaks Middle School students will benefit from multi-tiered systems of support.
Performance Objective 4: STUDENT ATTENDANCE: By June 2025, student attendance at Spring Oaks Middle School will increase or will be ≥ 98%.
Evaluation Data Sources: Skyward data and Texas Academic Performance Report
Strategy 1: ADA reports will be received by administrators to monitor attendance by grade level and by campus totals with recognition incentives to follow.
Strategy's Expected Result/Impact: SOMS will have increased WADA rates.
Staff Responsible for Monitoring: Administrators
Title I:
2.6
-TEA Priorities:
Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Goal 3: Safe Schools
Safe Schools
- Performance Objective 1 - SAFE SCHOOL ENVIRONMENT
- Performance Objective 2 - SAFETY COMMITTEE
- Performance Objective 3 - EMERGENCY OPERATIONS
Performance Objective 1 - SAFE SCHOOL ENVIRONMENT
Goals
Goal 3: SAFE SCHOOLS. Spring Oaks Middle 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: Provide ongoing safety training to staff and students to be as best prepared for any type of emergency.
Strategy's Expected Result/Impact: SOMS will continue to be a safe and orderly school.
Staff Responsible for Monitoring: Administrators, ILT, Safety Chair and Committee, SRO, DCs, Teachers
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: overtime - 199 PIC 99 - Undistributed - 199.52.6121.000.046.99.0.046 - $1,000, Supply-Clinic - 199 PIC 99 - Undistributed - 199.33.6399.000.046.99.0.046 - $1,500
Strategy 2: Provide ongoing support for students through teacher training multiple approaches such as CHAMPS, PBIS, HAP social skills, and behavior expectations with guided lessons on first day of school and student assemblies every 9 weeks.
Strategy's Expected Result/Impact: All procedures and routines will be honored by all staff and students with the same high expectations.
Staff Responsible for Monitoring: Administrators, ILT, DCs, Teachers
Title I:
2.5
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Performance Objective 2 - SAFETY COMMITTEE
Goals
Goal 3: SAFE SCHOOLS. Spring Oaks Middle 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: Identify staff members for serving on SOMS Safety Committee and provide expectations and outcomes for the group.
Strategy's Expected Result/Impact: SOMS will provide solid plans communicated and implemented for a safer school.
Staff Responsible for Monitoring: Administrators, Safety Office, Safety Committee, DCs, Staff
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Strategy 2: Safety Committee will meet monthly to establish, review, and refine safety protocols at SOMS.
Strategy's Expected Result/Impact: Safety Committee will ensure compliance for all safety procedures at SOMS for a continued safe and orderly school.
Staff Responsible for Monitoring: Administrators, Safety Officer, Safety Committee, DCs, Staff
Performance Objective 3 - EMERGENCY OPERATIONS
Goals
Goal 3: SAFE SCHOOLS. Spring Oaks Middle School will ensure a safe and secure learning environment.
Performance Objective 3: EMERGENCY OPERATIONS: Maintain Campus Emergency Operations Procedures (EOP) that comply with SB 11, and include Standard Operating Procedures.
Evaluation Data Sources: Campus Emergency Operation Procedures Documents
Strategy 1: Safety Officer along with Safety Committee will review and adjust SOMS EOP for the 2024-2025 school year.
Strategy's Expected Result/Impact: SOMS will have committee input on procedures so that all work together to understand and fully implement when needed.
Staff Responsible for Monitoring: Administrators, Safety Officer, Safety Committee, SRO
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Goal 4: Fiscal Responsibility
Fiscal Responsibility
Performance Objective 1 - FINANCIAL MANAGEMENT
Goals
Goal 4: FISCAL RESPONSIBILITY. Spring Oaks Middle 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: SOMS budget manager and administrative assistant will continue to meet regularly with Stephanie Nieto.
Strategy's Expected Result/Impact: Budgets will be effectively utilized and balanced quarterly.
Staff Responsible for Monitoring: Principal, Administrative Assistant, Stephanie Nieto/Purchasing-Finance
ESF Levers:
Lever 1: Strong School Leadership and Planning
Strategy 2: SOMS will provide training for all staff and additional training for club sponsors on financial procedures (collecting and depositing of all funds).
Strategy's Expected Result/Impact: SOMS staff will prepare for all collections and tabulation of funds collected for immediate deposit.
Staff Responsible for Monitoring: Administrators, Administrative Assistant, Stephanie Neito, Club Sponsors
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 | Substitutes-Support Staff | 199.11.6122.000.046.11.0.46 | $1,470.00 |
| 1 | 1 | 3 | Substitutes | 199.11.6112.000.046.11.0.46 | $1,500.00 |
| 1 | 1 | 3 | Supply/Material | 199.11.6399.000.46.11.0.046 | $27,367.00 |
| 1 | 1 | 3 | Teacher Retirement | 199.11.6146.000.046.11.0.046 | $50.00 |
| 1 | 1 | 3 | Medicare | 199.11.6141.000.046.11.0.046 | $100.00 |
| 1 | 1 | 3 | Workers comp | 199.6143.000.046.11.0.046 | $50.00 |
| Sub-Total | $30,537.00 | ||||
| Budgeted Fund Source Amount | $30,537.00 | ||||
| +/- Difference | $0.00 | ||||
| 199 PIC 22 - Career & Technology | |||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
| 2 | 3 | 2 | Supply-Exploring Careers | 199.11.6399.346.046.22.0.046 | $285.00 |
| 2 | 3 | 2 | Supply/Material | 199.11.6399.344.046.22.0.046 | $6,060.00 |
| 2 | 3 | 2 | Supply/Material | 199.11.6399.345.046.22.0.046 | $330.00 |
| 2 | 3 | 2 | Supply/Material | 199.11.6399.340.046.22.0.046 | $2,720.00 |
| Sub-Total | $9,395.00 | ||||
| Budgeted Fund Source Amount | $9,395.00 | ||||
| +/- Difference | $0.00 | ||||
| 199 PIC 23 - Special Education | |||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
| 1 | 1 | 1 | Student Transportation | 199.11.6494.000.046.23.0.046 | $110.00 |
| 1 | 1 | 3 | Medicare | 199.11.6143.000.046.23.0.046 | $100.00 |
| 1 | 1 | 3 | Substitutes-Support Staff | 199.11.6122.000.046.23.0.046 | $300.00 |
| 1 | 1 | 3 | Workers Comp | 199.11.6143.000.046.23.0.046 | $100.00 |
| 1 | 3 | 2 | Supply/Material Sp Ed | 199.11.6399.000.046.23.0.46 | $600.00 |
| Sub-Total | $1,210.00 | ||||
| Budgeted Fund Source Amount | $1,210.00 | ||||
| +/- Difference | $0.00 | ||||
| 199 PIC 25 - ESL/Bilingual | |||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
| 1 | 3 | 2 | Oth Reading Material | 199.11.6329.000.046.25.0.046 | $2,000.00 |
| 1 | 4 | 1 | Supply/Matl Bil | 199.11.6399.000.046.25.0.046 | $3,950.00 |
| Sub-Total | $5,950.00 | ||||
| Budgeted Fund Source Amount | $5,950.00 | ||||
| +/- Difference | $0.00 | ||||
| 199 PIC 30 - At Risk School Wide SCE | |||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
| 1 | 1 | 1 | Supply/Matl Risk | 199.11.6399.000.046.30.0.046 | $6,550.00 |
| 1 | 1 | 1 | Misc Operating Expense | 199.13.6499.000.046.30.0.046 | $3,500.00 |
| 1 | 1 | 1 | Oth Payroll | 199.11.6116.000.046.30.0.046 | $3,500.00 |
| 1 | 1 | 3 | Substitutes | 199.11.6112.000.046.30.0.046 | $1,500.00 |
| 1 | 1 | 3 | Medicare | 199.11.6141.000.046.30.0.046 | $50.00 |
| 1 | 1 | 3 | Workers Comp | 199.11.6143.000.046.30.0.046 | $50.00 |
| 1 | 2 | 1 | Oth Contract Maint/Repair | 199.11.6249.000.046.30.0.046 | $375.00 |
| Sub-Total | $15,525.00 | ||||
| Budgeted Fund Source Amount | $15,525.00 | ||||
| +/- Difference | $0.00 | ||||
| 199 PIC 99 - Undistributed | |||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
| 1 | 1 | 1 | Overtime | 199.51.6121.000.046.99.0.046 | $1,000.00 |
| 1 | 1 | 4 | Oth Supplies | 199.12.6399.000.046.99.0.046 | $500.00 |
| 1 | 2 | 4 | Copier Maint | 199.23.6399.000.046.99.0.046 | $3,000.00 |
| 1 | 2 | 4 | Supply-Office | 199.23.6399.000.046.99.0.046 | $1,000.00 |
| 1 | 2 | 4 | Misc Operating Expense | 199.23.6499.000.046.99.0.046 | $500.00 |
| 1 | 6 | 2 | Supply-Counselor | 199.31.6399.000.046.99.0.046 | $800.00 |
| 3 | 1 | 1 | overtime | 199.52.6121.000.046.99.0.046 | $1,000.00 |
| 3 | 1 | 1 | Supply-Clinic | 199.33.6399.000.046.99.0.046 | $1,500.00 |
| Sub-Total | $9,300.00 | ||||
| Budgeted Fund Source Amount | $9,300.00 | ||||
| +/- Difference | $0.00 | ||||
| 211 - Title I, Part A | |||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
| 1 | 1 | 1 | Teacher & Prof Salary | 211.11.6119.000.046.30.0.000.FBG25 | $109,444.00 |
| 1 | 1 | 1 | Student Transportation | 211.11.6494.000.046.30.0.000.FBG25 | $10,000.00 |
| 1 | 1 | 1 | Technology | 211.11.6398.000.046.30.0.000.FBG25 | $10,000.00 |
| 1 | 1 | 1 | Employer Contribution | 211.11.6142.000.046.30.0.000.FBG25 | $8,574.00 |
| 1 | 1 | 1 | Supply/Material | 211.11.6399.000.046.30.0.000.FBG25 | $84,999.00 |
| 1 | 1 | 1 | Teacher Retirement | 211.11.6146.000.046.30.0.000.FBG25 | $23,296.00 |
| 1 | 1 | 1 | Medicare | 211.11.6141.000.046.30.0.000.FBG25 | $2,863.00 |
| 1 | 1 | 1 | Workers Comp | 211.11.6143.000.046.30.0.000.FBG25 | $946.00 |
| 1 | 1 | 2 | Teacher & Prof Salary | 211.13.6119.000.046.30.0.000.FBG25 | $9,147.00 |
| 1 | 1 | 2 | Workers Comp | 211.13.6143.000.046.30.0.000.FBG25 | $49.00 |
| 1 | 1 | 2 | Teacher Retirement | 211.13.6146.000.046.30.0.000.FBG25 | $1,197.00 |
| 1 | 1 | 2 | Medicare | 211.13.6141.000.046.30.0.000.FBG25 | $147.00 |
| 1 | 2 | 1 | oth Payroll | 211.11.6116.000.046.30.0.000.FBG25 | $5,000.00 |
| 1 | 2 | 3 | Substitutes | 211.11.6112.000.046.30.000.FBG25 | $1,378.00 |
| 1 | 4 | 1 | Employer Contribution | 211.13.6142.000.046.30.0.000.FBG25 | $500.00 |
| 1 | 4 | 1 | Support Personnel | 211.11.6129.000.046.30.0.000.FBG25 | $25,000.00 |
| 2 | 2 | 1 | Software | 211.11.6397.000.046.30.0.000.FBG25 | $8,000.00 |
| 2 | 2 | 2 | Misc Contract Services | 211.31.6299.000.046.30.0.000.FBG25 | $30,000.00 |
| 2 | 2 | 2 | Mis Contract Services | 211.61.6299.000.046.30.0.000.FBG25 | $500.00 |
| 2 | 2 | 2 | Supply/Material | 211.61.6399.000.046.30.0.000.FBG25 | $2,000.00 |
| 2 | 2 | 2 | Misc Operating Expense | 211.61.6499.000.046.30.0.000.FBG25 | $2,000.00 |
| 2 | 3 | 2 | Student Travel | 211.11.6412.000.046.30.0.000.FBG25 | $1,600.00 |
| Sub-Total | $336,640.00 | ||||
| Budgeted Fund Source Amount | $336,640.00 | ||||
| +/- Difference | $0.00 | ||||
| Grand Total Budgeted | $408,557.00 | ||||
| Grand Total Spent | $408,557.00 | ||||
| +/- Difference | $0.00 | ||||