District Improvement Plan Texas City Independent School ...

Texas City Independent School District

District Improvement Plan

2017-2018

Texas City Independent School DistrictGenerated by Plan4Learning.com 1 of 52

November 9, 2017 4:08 pm

Mission StatementWe will prepare our students to reach their full potential and excel in their chosen paths.



Comprehensive Needs Assessment

Demographics

Demographics Summary

Texas City ISD serves a community of approximately 45,000 residents in 19.3 square miles. The district educates over 8945 students at two high schools(grades 9 - 12), one middle school (grades 7 - 8), one middle school (grades 5-8), one intermediate school (grades 5 - 6), four elementary schools (grades K- 4), one elementary school (grades 2-4), one primary school (grades PreK-1) and one early childhood center(PreK 3 and 4).

The student population is ethnically diverse, with 32.2% African American, 39.5% % Hispanics, 24.1 Caucasion, .4% Asian/Pacific Islander, .8% NativeAmerican, and 3% two or more races. Students identified as at-risk account for more than 58% of the student population and 72% are economicalllydisadvantaged.

The district had sustained a fairly stable enrollment over the last 10 years.

The teachers currently serving TCISD had an average of 9.5 years of teaching experience and an average of 4.7 years in TCISD.

Demographics Strengths

TCISD has a diverse student population



Student Academic Achievement

Student Academic Achievement Summary

As measured by 2016-17 accountability system, TCISD Met Standard on all four performance indices. All 8 rated campuses in TCISD met the standard onall 4 indices. On the System Safeguards Report, TCISD met 68% of the indicators.

Student Academic Achievement Strengths

A thorough analysis of Texas City ISD student achievement data reveals the following areas of strength:

Texas City ISD "met standard" in the state accountability system.All 8 campuses across the district met the state accountability standard.All 4 elementary, intermediate, middle and high school met standards on all 4 indexes. Heights Elementary, Kohfeldt Elementary and Guajardo Elementary met all system safeguards.Heights, Kohfeldt, and Roosevelt-Wilson received distinctions within the state accountability system.

Problem Statements Identifying Student Academic Achievement Needs

Problem Statement 1: EOC STAAR scores in English I and II are 42% and 44% respectively for the 2016-2017 school year. The district has seen adecrease in English EOC scores as well as a continuously growing retest population over the past several years. Root Cause: English I and II Curriculum isnot aligned with TEKS. Professional development is needed with specific training and follow-up on TEKS dissection, the use of appropriate embeddedsupports and research-based instructional strategies.

Problem Statement 2: Many TCISD students are in need of urgent interventions in reading and math. Root Cause: Lack of progress monitoring andaccelerated instruction

Problem Statement 3: Many TCISD students are underperforming in college and career readiness standards. Root Cause: Lack of rigor in core curriculumthat leads to lack of successful performance on college readiness assessments.



District Processes & Programs

District Processes & Programs Summary

TCISD students attend two high schools (grades 9 - 12), one middle school (grades 7 - 8), one middle school (grades 5-8), one intermediate school (grades5 - 6), four elementary schools (grades K - 4), one elementary school (grades 2-4), one primary school (grades PreK-1), one early childhood center(PreK 3and 4) and one alternative school. Students are also offered dual credit courses at College of the Mainland. Also offered at College of the Mainland isthe Collegiate High School program where students can earn an associates degree while earning their high school diploma. This year the district opened anew Industrial Trade Center to service students of both high schools.

TCISD maintains a district website as well as campus websites for all campuses. Parents can access their child(ren)'s grades and attendance records throughFamily Access in Skyward. TCISD campuses utilize School Messenger which affords the district the ability to reach parents and community inminutes—whether it is a time-sensitive situation, event outreach, or attendance notification--keeping our community more informed and involved.

Teachers participate in on-going staff development in an effort to improve student learning and performance. Teachers have opportunities to grow and learnthrough-out the school year, during the summer, and after school.

Six district goals were established by the Board of Trustees and the Superintendent. Each campus then created performance objectives and strategies alignedto those goals yet differentiated according to each campus' unique needs.

Texas City ISD is the second largest employer in Texas City, with Marathon Petroleum being the largest. TCISD staff consists of 1268 full time employees:44% Teachers, 9% - Paraprofessionals, 31.3% - Classified, 12% - Professional Support, 2.7% - Campus Administration and 0.8% - Central Administration.

The Board of Trustees consists of seven elected members who serve three year terms of office.TCISD Trustees represent 6 single member districts andone At-large representative.

Teachers currently serving TCISD had an average of 9.5 years of teaching experience and an average of 4.7 years in TCISD. 35.2% of TCISD teachershave more than 10 years teaching experience.



Campuses and district departments collaborate regularly to provide and support a variety of learning opportunities for all employee groups. Members of thedistrict have the opportunity to learn through after-school learning opportunities, campus professional learning, summer professional learning, conferences,and district-sponsored instructional opportunities focused on building capacity and promoting student achievement.

Professional development is a cornerstone in developing and retaining effective teachers, and it is a high impact and cost effective approach to improvinginstructional effectiveness for student achievement. Texas City ISD in-district and out-of-district professional development is aligned to state standards andsupports research-based teaching strategies and best practices.

TCISD provides all professional employees who are new to the district with a comprehensive and differentiated induction, including a mentor for teacherswho are new to the profession. All teachers new to the profession are required to attend The New Teacher Academy which holds sessions throughout theschool year.

Teachers are able to select in-district professional development sessions that best meet their learning needs. During the first week of June of 2017, TCISDoffered a variety of professional development opportunities for teachers in social emotional learning, cultural awareness and bullyingprevention/intervention plan development. Additionally, teachers participate in professional learning during grade-level/department focus meetings tofurther promote and enhance collaboration during the school day.

The Texas City ISD written curriculum is based on state standards and it is taught daily. Eduphoria Forethought houses the curriculum for grades K-12English Language Arts - Reading, Math Science and 7-12 Social Studies. Each content area includes: TEKS, readiness and supporting standards, scope andsequence documents, lessons and activities and lesson plan templates. The written curriculum is monitored periodically via curriculum-based assessments(CBA), and it is revised based on student performance data and changing state standards. Curriculum resources developed by the district or purchased fromoutside sources must be in complete alignment with state standards and district curriculum.



It is a district responsibility to help every student reach his or her fullest potential. The curriculum directors, coordinators and specialists monitor the writtenand taught curriculum and provide support to teachers in their quest to deliver instruction that makes connections, shows relevance, nurtures engagement,applies higher levels of thinking, and embeds understanding. In addition, they meet regularly with campus administration to review classroom instruction andcampus needs.

TCISD uses assessments to ensure students are demonstrating proficiency of state standards. Formative assessment, curriculum-based assessments (CBA),and state assessment benchmarks are developed by district coordinators and campus instructional specialists. Data conferences are held with district andcampus administrators following every CBA and state assessment benchmarks. Using curriculum teams, district assessments are evaluated for alignment tostate standards and reliability.

District Processes & Programs Strengths

District offers a comprehensive PreK-12 Instructional ProgramIndustrial Trade CenterTCISD Foundation for the FutureCommunity partnerships21st Century Afterschool Programs Induction program provided for teachers new to the profession.High Quality professional development sessions offered.Professional Learning Focus meetings are available for all teachers regularly at the campus level.

TCISD has a strong, guaranteed and viable curriculum that is aligned to the State standards.Teachers are supported by a wide variety of ongoing professional development opportunities.Campus Professional Learning Communities form the basis for job-embedded learning and professional collaboration.All campuses are served by a Campus Instructional Specialist(s).Through Eduphoria, teachers have timely access to student learning data that informs instruction.The curriculum, instruction, and assessment program focuses on the needs of all students.

Problem Statements Identifying District Processes & Programs Needs

Problem Statement 1: New teachers in their first three years in the profession and in their first year with TCISD need more support. Root Cause: Due to the



annexation of La Marque ISD, our district has experienced substantial growth in the number of students and teaching positions. Many of these positions arebeing filled by new and recently certified educators. These changes have resulted in the need for the development of a more substantial teacher mentoringprogram



Perceptions

Perceptions Summary

The Texas City School District strives to create a culture and climate that is safe, caring, and collaborative so that all students reach their maximum potential.The district has a Student Code of Conduct that serves as a platform for student expectations and discipline. School safety is paramount to the efficacy of thedistrict. TCISD partners with our local community and local law enforcement agencies to ensure safety on all campuses. Our campuses offer a variety ofafter-school activities, clubs, and UIL events promoting student connectedness and enhancing a positive school environment.

Perceptions Strengths

Increased opportunities for shared leadership throughout the district.Increased number of after school activities for students.District initiatives to address the psychological and social emotional needs of students.



Comprehensive Needs Assessment Data Documentation

The following data were used to verify the comprehensive needs assessment analysis:

Improvement Planning Data

District goalsCurrent and/or prior year(s) campus and/or district improvement plansCampus and/or district planning and decision making committee(s) meeting dataState and federal planning requirements

Accountability Data

Texas Academic Performance Report (TAPR) dataPerformance Index Framework Data: Index 1 - Student AchievementPerformance Index Framework Data: Index 2 - Student ProgressPerformance Index Framework Data: Index 3 - Closing Performance GapsPerformance Index Framework Data: Index 4 - Postsecondary ReadinessSystem Safeguards and Texas Accountability Intervention System (TAIS) dataCritical Success Factor(s) dataAccountability Distinction DesignationsFederal Report Card DataPBMAS dataCommunity and student engagement rating dataAnnual Measurable Achievement Objectives (AMAO) data

Student Data: Assessments

State and federally required assessment information (e.g. curriculum, eligibility, format, standards, accommodations, TEA information)State of Texas Assessments of Academic Readiness (STAAR) current and longitudinal results, including all versionsSTAAR End-of-Course current and longitudinal results, including all versionsSTAAR Released Test QuestionsSTAAR ELL Progress Measure dataTexas English Language Proficiency Assessment System (TELPAS) resultsTexas Primary Reading Inventory (TPRI), Tejas LEE, or other alternate early reading assessment resultsTexas Success Initiative (TSI) data for postsecondary/college-ready graduates dataAdvanced Placement (AP) and/or International Baccalaureate (IB) assessment dataSAT and/or ACT assessment dataPSAT and/or ASPIREStudent Success Initiative (SSI) data for Grades 5 and 8



Local diagnostic reading assessment dataLocal diagnostic math assessment dataLocal benchmark or common assessments dataStudent failure and/or retention ratesRunning Records results

Student Data: Student Groups

Race and ethnicity data, including number of students, academic achievement, discipline, attendance, and rates of progress between groupsEconomically Disadvantaged / Non-economically disadvantaged performance and participation dataSpecial education population, including performance, discipline, attendance, and mobilityAt-Risk population, including performance, discipline, attendance, and mobilityELL or LEP data, including academic achievement, support and accommodation needs, race, ethnicity, gender, etc.Career and Technical Education (CTE) data, including academic achievement, program growth, race, ethnicity, gender, etc.Section 504 dataGifted and talented dataResponse to Intervention (RtI) student achievement data

Student Data: Behavior and Other Indicators

Completion rates and/or graduation rates dataAnnual dropout rate dataAttendance dataMobility rate, including longitudinal dataDiscipline recordsViolence and/or violence prevention recordsClass size averages by grade and subject

Employee Data

Highly qualified staff dataCampus leadership dataEvaluation(s) of professional development implementation and impactPDAS and/or T-TESS

Parent/Community Data

Parent surveys and/or other feedbackCommunity surveys and/or other feedback

Support Systems and Other Data

Processes and procedures for teaching and learning, including program implementation



Capacity and resources dataBudgets/entitlements and expenditures dataStudy of best practicesOther additional data



Goals

Goal 1: Compared to state standards, all TCISD campuses will meet or exceed state averages for each exam, each gradelevel, and each demographic groups.

Performance Objective 1: Improve the performance of all students to meet or exceed state averages as measured on state assessments.

Evaluation Data Source(s) 1: Student performance on TAKS, STAAR 3-8, and EOC assessments.

Summative Evaluation 1:

TEA Priorities: 1. Recruit, support, retain teachers and principals. 2. Build a foundation of reading and math. 4. Improve low-performingschools.

Strategy Description Title I Monitor Strategy's Expected Result/ImpactReviews

Formative SummativeNov Jan Mar June

System Safeguard StrategyCritical Success Factors

CSF 1 CSF 2 CSF 3 CSF 7

1) Utilize district curriculum units with embedded highyield instructional strategies and higher order questioningto align curriculum and instructional resources in all K-12classrooms throughout the district.

2, 3, 4 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators, andTeachers.

Improved student performance on state and localassessments.

Funding Sources: 199 - General Fund - $0.00System Safeguard Strategy

PBMASCritical Success Factors


2) Support special education students in general educationclassrooms through tutorials, inclusion, co-teaching, anddifferentiated instruction. There will also be monthlytraining, mentoring and consultation with the specialeducation instructional specialist.

1, 2, 3, 7,8, 10

DeputySuperintendent,Director of SpecialEducation

Improved student performance on state and localassessments. Student progression through Edgenuity andRenaissance.

Funding Sources: 224 - IDEA Special Ed - $0.00, 211 - Title I - $0.00



System Safeguard StrategyPBMAS

Critical Success FactorsCSF 1 CSF 2

3) Utilize data analysis through district software to identifyand track students strengths, weaknesses, and progresstoward mastery.

2, 8, 9 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Teachers

Improved student performance

Funding Sources: 199 - General Fund - $0.00Critical Success Factors

CSF 4 CSF 7

4) Establish procedures that ensure open discussionregarding the purchase, implementation, and evaluation oftechnology

1 DeputySuperintendentDirector ofTechnology,InstructionalTechnologistTeachers

Revised policy and procedures


CSF 3

5) Develop and implement processes to evaluate the useand effectiveness of software programs.

1 DeputySuperintendentDirector ofTechnology,InstructionalTechnologistTeachers

Revised policy and procedures


PBMASEquity Plan Strategy

Critical Success FactorsCSF 1 CSF 2 CSF 7

6) Collaborate through weekly Professional LearningCommunities (PLC) meetings with teachers to aligninstruction, review data and develop teacher capacity andquality.

1, 4 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Teachers

Improved student performance, quality of instruction andteacher capacity.

Funding Sources: 199 - General Fund - $0.00


7) Create and utilize a TEKS tracking system that providesa continuous comparison of state to local assessment databy individual readiness standard to track progress towardsapproaches, meets and masters performance standards.

2 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Teachers

Improved standard percentages across CBA's, benchmarksand state assessments.




CSF 1 CSF 2 CSF 3

8) Create and utilize an accountability tracking system thatprovides individual student performance data to be used toproject accountability ratings for campuses.

DeputySuperintendent,Director ofInstructionalPrograms, CurriculumCoordinators,Principals,InstructionalSpecialist

Improved accountability ratings

Funding Sources: 211 - Title I - $0.00System Safeguard Strategy

Critical Success FactorsCSF 1 CSF 2 CSF 3 CSF 4 CSF 7

9) Teachers of EOC courses meet daily through PLC's withthe instructional specialists on the campus to adjustcurriculum based on student needs.

1, 2, 3, 4,8, 9

C & I Coordinator,InstructionalSpecialist, CampusAdministrators andTeachers

Improved student performance on CBA's, benchmarks andstate assessments. Improvement in quality and capacity ofteachers.

= Accomplished = Continue/Modify = Considerable = Some Progress = No Progress = Discontinue



Goal 1: Compared to state standards, all TCISD campuses will meet or exceed state averages for each exam, each grade level, and each demographic groups.

Performance Objective 2: Strategically develop instruction for targeted populations including economic disadvantaged, special education, limited Englishproficient, and African American students.

Evaluation Data Source(s) 2: Improved performance on state and local assessments.


TEA Priorities: 2. Build a foundation of reading and math. 4. Improve low-performing schools.





1) Provide professional development in differentiatedinstruction and inclusion support for students in SpecialEducation.Trainings will include:-How to implement IEP's in the general educationclassroom-Use of data collection to drive instruction-How to write PLAAFP statements to write measurablegoals and objectives-Training paraprofessionals for supporting specialeducation student in the general education classroom-Developing goals aligned to state standards

1, 3, 8 Director of SpecialEducation,InstructionalSpecialist, SpecialEducation andGeneral Educationteachers

Improved student performance on state and localassessments.

Funding Sources: 224 - IDEA Special Ed - $0.00


CSF 1 CSF 2 CSF 4

2) Provide additional language acquisition support for ELLstudents through DuoLingo and Read 180-L instruction.

1, 3 Directors,Administrators andTeachers

Improved student performance on state and localperformance.

Funding Sources: 263 - Title III - $0.00




Equity Plan StrategyCritical Success Factors


3) Conduct training for BE/ESL teachers in instructionalstrategies designed to address the specific needs of ELLstudents. Including Sheltered Instruction and academicvocabulary.

2, 3 Elementary andSecondary EducationDirectors

Improved teacher capacity instructing ELL students,improved student performance on state assessments(TELPAS/STAAR) and student progression throughlanguage acquisition levels

Funding Sources: 263 - Title III - $0.00


4) Purposely design and implement high yield engaginglessons that differentiate and remediate content to include avariety of learners and ability levels.

3 Coordinators,InstructionalSpecialists, Teachers

Improved student performance and engagement, improvedteacher capacity



Critical Success FactorsCSF 1 CSF 2 CSF 3 CSF 7

5) Special education case managers will monitor studentprogress on a regular basis and make adjustmentsaccordingly.

3 Director of SpecialEducation,InstructionalSpecialist and SpecialEducation Teachers

Improved student performance and progress on IEP's




CSF 1 CSF 2

6) Identify low-performing economically disadvantagedand non-white students for early and targeted interventions.








Performance Objective 3: Increase the number of students that meet or exceed growth as measured on state and local assessments.

Evaluation Data Source(s) 3: Improved growth performance on state and local assessments.





Critical Success FactorsCSF 1 CSF 2 CSF 4 CSF 7

1) Strategically plan small group instructionalopportunities for students K-8 that focuses ondifferentiation based on students needs and data.

2, 8, 10 C&I Coordinators,InstructionalSpecialists, CampusAdministrators, andTeachers

Improved student performance, increased number ofstudents performing on or above grade level

Funding Sources: 211 - Title I - $0.00System Safeguard Strategy


2) Utilize data to monitor and assess student growthtowards meeting or mastering grade level performancestandards.


Increased number of students meeting or masteringperformance standards, increase in the number of studentsmoving to a higher performance standard



3) Conduct student goal setting conferences based onstudent performance on local assessments.


Student growth




CSF 1 CSF 2 CSF 4

4) Design instructional blocks on the to include embeddedremediation to address academic gaps spanning thecampus.

1, 2, 4, 9,10

DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Teachers

Improved student performance and growth

Funding Sources: 211 - Title I - $0.00, 199 - General Fund - $0.00System Safeguard Strategy


5) Monitor individual student growth from prior stateassessment to the benchmark, followed by targeted studentintervention plans.

1, 2, 3, 9,10

DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Teachers

Improvement in student performance

Funding Sources: 199 - General Fund - $0.00, 211 - Title I - $0.00





Performance Objective 4: Increase the number of students that score at the Advanced Level on state assessments.

Evaluation Data Source(s) 4: Number of students scoring Advanced Level on STAAR 3-8 and EOC assessments.


TEA Priorities: 2. Build a foundation of reading and math. 3. Connect high school to career and college. 4. Improve low-performing schools.




CSF 1 CSF 2 CSF 4

1) Utilize Renaissance Learning and student performancedata to identify students' ZPD to enhance performance onstate assessments.

8 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Teachers

Improved student performance on state assessments.

Funding Sources: 199 - General Fund - $0.00, 211 - Title I - $0.00Critical Success Factors

CSF 1 CSF 2

2) Provide intentional interventions on students strengthsto move toward or maintain Master's performance status onstate assessments.

8, 10 C&I Coordinators,InstructionalSpecialists

Improved student Master's performance on stateassessments.

Funding Sources: 211 - Title I - $0.00


3) Provide planning and training opportunities for teachersto provide high quality projects through the TexasPerformance Standards Project.

2, 3, 4 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Teachers

Increase teacher utilization of quality projects





CSF 1 CSF 7

4) Include differentiated menus into district curriculumunits to increase rigor for targeted students.

2, 9 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, Teachers

Increase in student choice



5) Develop and implement advanced course offeringopportunities for intermediate students.

1, 9 DeputySuperintendent,Elementary andSecondary Director,C&I Coordinators

Increased number of students performing above grade level

Funding Sources: 211 - Title I - $0.00Critical Success Factors

CSF 1 CSF 4

6) Increase enrichment programs and opportunities forstudents that are under-represented in the Gifted andTalented program and advanced academic tracks.


Increased number of students identified and participating inGT and advanced academic programs

Funding Sources: 211 - Title I - $0.00Critical Success Factors

CSF 1 CSF 2

7) Develop and implement a Gifted and Talentedidentification matrix to include characteristics displayed byunder-represented student groups.

9 DeputySuperintendent,Elementary andSecondary Directors

Increase number of under-represented students identified asGT





Performance Objective 5: Develop, and or revise, and implement district procedures that facilitate the district's instructional objectives.

Evaluation Data Source(s) 5: Completed procedures and compliance with established procedures.






CSF 1 CSF 2 CSF 3

1) Campuses will complete annually a CampusAccountability Plan to help establish instructional goals.

1, 2, 8, 9 CampusAdministrators,Teacher

Improved campus performance on state and federalaccountability



CSF 1 CSF 2

2) Utilize district developed guiding questions to steer thedecision making process regarding testing decisions andinstructional arrangements for special education students.

Director of SpecialEducation, SpecialEducationInstructionalSpecialists, CampusAdministrators,

Ensure students are scheduled to take the appropriateassessment for their academic achievement and functionalperformance

Funding Sources: 224 - IDEA Special Ed - $0.00PBMAS


3) Special education staff will receive on-going trainingregarding writing appropriate PLAAFP statements to drivethe creation of standard based measurable goals andobjectives.

Director of SpecialEducation,InstructionalSpecialists, SpecialEducation Teachers,ARD Facilitators

Improved alignment of goals and objectives to the PLAAFPstatements





Goal 2: The District will ensure that all TCISD graduates are college and/or career ready.

Performance Objective 1: Provide a relevant and rigorous instructional program that promotes academic advancement toward college and career readiness.

Evaluation Data Source(s) 1: Improved participation and performance on college and career readiness exams.


TEA Priorities: 2. Build a foundation of reading and math. 3. Connect high school to career and college. 4. Improve low-performing schools.



Critical Success FactorsCSF 1

1) Increase the number of students who score a 3 or aboveon Advanced Placement exam scores and earn collegecredit.

1 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Counselors, andTeachers.

Increase in Advanced Placement Exam scores

Funding Sources: 199 - General Fund - $0.00, 211 - Title I - $0.00Critical Success Factors

CSF 1

2) Develop and implement a SAT/ACT Prep courseoffering for students at both High Schools.

1, 9 DeputySuperintendent,Director ofElementary andSecondaryEducations,InstructionalCoordinators, 21stCentury ProjectDirectors,InstructionalSpecialists, CampusAdministrators,Counselors, andTeachers.

Increase in the number of students participating in prepcourses for SAT/ACT





CSF 1 CSF 4

3) Increase student performance on PSAT, SAT, ACT andTSI by offering opportunities for students to accesspreparation materials.

1, 9 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators,Counselors, andTeachers.

Increase student performance on exams

Funding Sources: 211 - Title I - $0.00

4) Upgrade or replace components of the infrastructure asneeded to reduce limitations on technology integration inthe daily instruction*Video on demand enhancements*Extend and upgrade WLAN to all campuses

1 DeputySuperintendent,Asst. Superintendentfor Business andOperation, Director ofTechnology

Upgraded Systems

5) Investigate expanding Bring Your Own Devices(BYOD) capability to all campuses.

1, 2 DeputySuperintendent,Asst. Superintendentfor Business andOperation, Director ofTechnology, andTechnologyDepartment

Report documenting the results of investigation


6) Pilot the implementation of a 1:1 technology initiativeduring the school day for sixth grade students at Levi Fry.

1, 2, 10 DeputySuperintendent, Asst.Superintendent forBusiness andOperation, Director ofTechnology, Directorand Coordinator ofElementary EducationCampusAdministration,TechnologySpecialist,and Teachers

Report documenting the results of investigation





7) Provide College Board training for teachers teachingadvanced placement courses as needed.

3 DeputySuperintendent, C & IDirector andCoordinators, CampusAdministrators

Improvement in instruction and AP scores


CSF 1 CSF 2

8) Increase the number of students successfullyparticipating in college readiness assessments.

1 DeputySuperintendent, C & IDirector andCoordinators, CampusAdministrators andTeachers

Improved student performance on college readinessassessment


9) Investigate and plan implementation of OnRampscourses for the 2018-2019 school year.

2, 4 DeputySuperintendent, C & IDirectors andCoordinators

Increase in student participation and successful completionin OnRamps Dual Credit Courses


10) Revise district procedures and requirements forCollegiate High School to include requirements to earn anassociates degree upon graduation.

DeputySuperintendent, C & IDirectors andCoordinators, CampusAdministrators &Collegiate HighSchool Administrator

Increase in the number of students earning an associatesdegree upon graduation


11) Explore opportunities to increase dual credit classesoffered on secondary campuses.

DeputySuperintendent, C & IDirectors andCoordinators

Increase the number of students graduating with collegecredit





Performance Objective 2: Achieve state and national level recognition in the Fine Arts areas.

Evaluation Data Source(s) 2: Number of state and national performance opportunities.


TEA Priorities: 3. Connect high school to career and college. 4. Improve low-performing schools.




1) Increase the number of students enrolled in privatelesson programs.

1 Director of Fine Artsand Fine Artsteachers.

Increase number of students enrolled



2) Continue to collaborate with community partners thatfinancially support private lessons.

Director of Fine Arts,TCISD FoundationED, and Fine Artsteachers.

Improved student performance.


3) Increase the enrollment of students in all Fine Artsprograms.

Director of Fine Artsand Fine Artsteachers.

Increase number of students enrolled.



4) Gain national recognition for all Fine Arts programs.


Performances at conferences, major parades, professionalsporting events...etc.



5) Increase rigor in the curriculum for all Fine Artsprograms.


Improved student performance.






Performance Objective 3: Assist students in the identification of individual interests and skills.

Evaluation Data Source(s) 3: Increased participation, course selection, and Naviance interest surveys.





1) Revise and utilize Naviance Scope and Sequence insecondary schools.

2 DeputySuperintendent, C&IDirectors andCoordinators, CampusAdministrators,Counselors, andTeachers.

Increase in student usage

Funding Sources: 211 - Title I - $0.00, 199 - General Fund - $0.00Critical Success Factors

CSF 5

2) Continue to educate 8th grade students regardingendorsement options and related career pathways asstudents are building their four year plan.

DeputySuperintendent, CTEDirector &Coordinator, Directorof SecondaryEducation andCounselors

Student selection of endorsement in creation of four yearplan



3) Develop and implement a summer Learners' Lyceum toprovide real world learning opportunities to students fromunder-represented groups in the district's GT population.

1, 3, 10 DeputySuperintendent, C & IDirectors andCoordinatorsInstructionalSpecialists, andTeachers

Increase in the GT identification of under-representedstudents

Funding Sources: 211 - Title I - $0.00, 199 - General Fund - $0.00Critical Success Factors

CSF 3

4) Provide training opportunities for high school studentsin leadership and career interest.

4 Director ofCommunity Relations

Student evaluations, training notes and resumes foremployment, and college.





5) Develop an extension program of the summer Learners'Lyceum to be implemented through-out the school year byproviding real world learning opportunities to studentsfrom under-represented groups in the district's GTpopulation.

1, 3 DeputySuperintendent, C & IDirectors andCoordinators, 21stCentury ProgramDirectors and SiteCoordinators,Teachers

Increase in GT portfolio scores resulting in an increase inidentification of under-represented student groups






Performance Objective 4: Increase student attendance and the percentage of students who stay in school so they complete all graduation requirements.

Evaluation Data Source(s) 4: Graduation rate, leaver rate, and attendance rates.


TEA Priorities: 4. Improve low-performing schools.




1) Continue to monitor student attendance each 9 weeksthrough student data management software, targetingstudents with habitual absences. File truancy charges whendeemed appropriate.

1 DeputySuperintendent,Executive Director ofSupport Services,Principals, AssistantPrincipals

Improvement in student attendance


CSF 2 CSF 5 CSF 6

2) Create and implement a district wide attendanceinitiative including parent information through communityoutreach events and incentives.

6 DeputySuperintendent,Central OfficeAdministration

Increase student attendance rate, improvement in studentperformance and increase in graduation rates






Performance Objective 5: Meet and exceed all HB5 requirements for all CTE programs in TCISD.

Evaluation Data Source(s) 5: Increase industry certification, dual credit opportunities and articulation agreements with Jr. Colleges,participation in CTE competition, and ensure all HB5 endorsements for all CTE students.






1) Increase industry certifications for all CTE programsrelevant to industry workforce and community.

1, 4 Director andCoordinator of CTEand CTE Teachers

Number of certifications



2) Increase dual credit opportunities and articulationagreements between Jr. Colleges and TCISD.

2 Director andCoordinator of CTE

Number of articulations and dual agreements with 2 yearcolleges



3) Ensure CTE students meet HB5 endorsementrequirements.

1 Director andCoordinator of CTE,Counselors

4 year graduation/endorsement plan, and CTE PEIMS data



4) Increase participation in CTE competitions

1 Director andCoordinator of CTEand CTE Teachers

Numbers in district, state and national registration forstudent participation

Funding Sources: 199 - General Fund - $0.00PBMAS


5) Increase CTE and core teacher collaboration betweenCTE, core teachers and special populations to promotestudent success.

8 Director andCoordinator of CTE,CTE Teachers, CoreTeachers

PBMAS report





6) Increase non-traditional student enrollment in CTEprogram completion.

10 Director of CTE, CTETeachers, andCounselors

Perkins data, student enrollment, and PBMAS



7) Provide opportunities for all CTE teachers to attendtheir annual conference and promote annual growth.


Staff participation in conferences, articulation agreements,and staff development



8) Increase industry collaboration with our CTE programto create high demand and high skilled, high waged jobopportunities for our students.

1 Director ofCommunityRelations, Directorand Coordinator ofCTE, CTE Teachers,Counselors andAdvisory Council

On-going collaboration


9) Provide CTE students opportunities to participate in jobshadows, internships, apprenticeships and/or work basedexperiences.





Goal 3: The District will provide programs and resources to appropriately address the psychological, social, and behavioralneeds of TCISD students.

Performance Objective 1: Implement a campus and classroom management system that allows our diverse student population to perform successfully.

Evaluation Data Source(s) 1: Decrease number of office referrals, ISS and DAEP assignments.






1) Provide ongoing trainings to improve classroommanagement, bully and violence prevention, and othertrainings, such as Texas Behavior Support Initiative, etc.,to address safety needs.

1, 3, 10 DeputySuperintendent, C&IDirectors andCoordinators,InstructionalSpecialists, CampusAdministrators, andTeachers

Sign-in sheets, agendas, PowerPoint, observations, andimproved student performance


CSF 1 CSF 2 CSF 3 CSF 4 CSF 6

2) Each campus will develop a behavior expectation planwhich will include campus wide expectations and theidentification of high concern areas. Plans should includeappropriate supervision, targeted behaviors andconsequences for misbehavior.

1, 2 DeputySuperintendent,Executive Directorand Director ofSupport Services

Improved consistency and reduction in student misbehavioron each campus




Goal 3: The District will provide programs and resources to appropriately address the psychological, social, and behavioral needs of TCISD students.

Performance Objective 2: Increase cultural diversity awareness to appropriately respond to student needs.

Evaluation Data Source(s) 2: Training and implementation.






CSF 6 CSF 7

1) Continue to provide professional developmentopportunities to increase cultural diversity awareness forall staff.

1, 4 DeputySuperintendent, C&IDirectors andCoordinators, CampusAdministrators

Improvement in teachers' knowledge of cultural awareness.



2) Investigate ways to enhance executive functioning skillsof students from disadvantaged backgrounds.


Improve teacher effectiveness




Goal 3: The District will provide programs and resources to appropriately address the psychological, social, and behavioral needs of TCISD students.

Performance Objective 3: Assist students in developing socially appropriate problem solving skills.

Evaluation Data Source(s) 3: Decrease number of office referrals, ISS and DAEP assignments.






1) Create a framework that addresses positive behaviorsupports, social skills, data management, and guidelines fordiscretionary discipline placements.

2, 4, 10 DeputySuperintendent,Executive Directorand Director ofStudent Services

Decrease in discretionary discipline placements


CSF 1 CSF 2 CSF 4 CSF 5 CSF 6

2) Provide on-going collaboration with campus behaviorcoordinators and develop alternatives to traditionaldiscipline assignments if ISS and DAEP.

1, 2, 10 DeputySuperintendent,Executive Directorand Director ofStudent Services,Director of StudentOutreach andIntervention

Decrease in Out of school suspensions, in schoolsuspensions and discretionary discipline placements.




Goal 4: The District will continue to improve student compliance with campus/district rules and procedures.

Performance Objective 1: Develop and implement school-wide plan including intervention strategies to address student compliance.

Evaluation Data Source(s) 1: Decrease number of discipline referrals.






1) Monitor student disciplinary reports each six-weeks andidentify trends and issues that must be addressed by thecampus and district discipline committees.

1 Executive Directorand Director ofStudent Outreach andIntervention

Discipline reports showing a decrease in ISS referrals, OSS,ISS, and assignments to DAEP.



2) Conduct monthly discipline meetings with districtassistant principals to discuss trends in discipline.

Executive Director ofSupport Services,Director of StudentData, AssistantPrincipals

AgendasSign-In SheetsSupporting Data





Performance Objective 2: Work with teachers and specialized staff to develop individualized behavior plans for at-risk students.

Evaluation Data Source(s) 2: Behavior data tracking and behavior plans






1) Utilize special education instructional specialists to helpteachers implement best practices in classroommanagement and student behavior.

Special EducationDirector, SpecialEducationInstructionalSpecialists

Improved student behavior





Performance Objective 3: Increase student attendance and decrease number of truancy referrals.

Evaluation Data Source(s) 3: Attendance rate and truancy dockets.






1) Monitor list of high-risk attendance issues andrecommends to campuses for future action.

1 Truancy Officer,CampusAdministrators

Attendance Reports



2) Conduct warning meetings in conjunction with localJustice of the Peace for students approaching truancy levelsthat warrant court action.

1 Truancy Officer,CampusAdministrators,Executive Director ofSupport Services, andDirector of StudentOutreach andIntervention

Decrease in court filings and improved student attendance


CSF 1 CSF 4 CSF 6

3) Each campus will develop and implement a campuswide attendance plan aimed to improve overall attendance.Plan should include interventions, consequences, andincentives.

1, 6 DeputySuperintendent,Executive Director ofSupport Services andDirector of StudentOutreach andIntervention, CampusAdministration

Improvement in student attendance




Goal 5: The District will attract and retain highly qualified, talented employees who demonstrate the willingness and abilityto advance the academic achievement of all TCISD students and bring pride to the community.

Performance Objective 1: Develop highly qualified and effective staff through on-going professional development.

Evaluation Data Source(s) 1: HQ report and observations


TEA Priorities: 1. Recruit, support, retain teachers and principals. 4. Improve low-performing schools.




1) Offer staff development in the areas of:-Industry certification-Data Analysis Guide, monitoring performance throughdata and using data to drive instruction-Differentiated Instruction-Classroom Management-Reading/Writing Connections-Continued thinking maps and implementation ideas-Small group instruction-Effective Station-TEKS Analysis-T-TESS-Sheltered Instruction

5 DeputySuperintendent, C&IDirectors andCoordinators, CampusAdministrators,Counselors, andTeachers

Improved student performance and teacher capacity



2) Investigate multiple avenues of delivering staffdevelopment including online course work, with peer-based and trainer led instruction for all district staff.

1, 4 DeputySuperintendent, C&IDirectors andCoordinators, CampusAdministrators,Counselors, andTeachers

Information and proposal





3) Collaborate with instructional staff to identify uniquetraining opportunities to meet needs.

1, 4 DeputySuperintendent, C&IDirectors andCoordinators, CampusAdministrators,Counselors, andTeachers

Staff surveys, and needs assessments

Funding Sources: 255 - Title II - $0.00

4) Provide staff development to staff teachers in the area ofexecutive function and how it relates to student learning.

DeputySuperintendent, C&IDirectors andCoordinators, CampusAdministrators,Counselors, andTeachers

staff development and training


5) Require all new teachers to the profession to attend"TCISD's New Teacher Academy" where professionaldevelopment will be provided in the following areas:-classroom management-effective instructional strategies-lesson plan implementation-assessments

DeputySuperintendent, C & IDirectors, C & ICoordinators,Teachers

Increased teacher capacity





Goal 5: The District will attract and retain highly qualified, talented employees who demonstrate the willingness and ability to advance the academicachievement of all TCISD students and bring pride to the community.

Performance Objective 2: Promote shared leadership at all levels of the organization.

Evaluation Data Source(s) 2: Variety of personnel involved in collaboration.






1) Include teacher participation in the process ofdetermining educational needs in the district requiringextra funding sources.

1 TCISD Foundationfor the Future

Increased participation in the External Grant Portfolio



2) Align curriculum horizontally and vertically throughtargeted specific training with instructional specialists asneeded.


Increase in teacher capacity




Goal 5: The District will attract and retain highly qualified, talented employees who demonstrate the willingness and ability to advance the academicachievement of all TCISD students and bring pride to the community.

Performance Objective 3: Recruit and retain high quality and highly effective staff.

Evaluation Data Source(s) 3: Increased retention rate





1) Implement staffing formulas to provide consistencyacross campuses.

5 Executive Director ofHuman Resources,AssistantSuperintendent ofBusiness andOperations

Equity across campusesBalanced budgetEfficient operation of district


2) Implement a staff attendance incentive to improveattendance rates.


Increase employee attendanceIncrease teacher time with studentDecrease substitute cost


3) Provide salary increase to bring district staff at or abovethe market for each position.


Attract high quality staff to TCISDFill high need areasRetain staff to keep them in district/TCISD


4) Participate in recruitment fair and job fairs. 5 Executive Director ofHuman Resources,CampusAdministrators

High quality new hires

Funding Sources: 255 - Title II - $0.00




CSF 7

5) Development of a teacher mentoring program to provideongoing support for teachers throughout their first threeyears in the profession and their first year in employmentwith Texas City ISD.

1, 4 DeputySuperintendent, C & IDirectors andCoordinators, HumanResources

Improvement in teacher retention rate




Goal 6: The District will maintain a positive image with all stakeholder groups throughout the community.

Performance Objective 1: Provide a safe and secure environment that is healthy, positive, motivating, and engaging for students.

Evaluation Data Source(s) 1: Reduced referral and student accidents, increased participation in school functions





1) Installation of security system to include access control,intrusion detection, and closed circuit TV at additionalcampuses

1 AssistantSuperintendent ofSupport Services,Director ofTechnology,CampusAdministrators

Installed Hardware





Goal 6: The District will maintain a positive image with all stakeholder groups throughout the community.

Performance Objective 2: Improve communication and collaboration throughout the school community.

Evaluation Data Source(s) 2: Number of parents involved in PTO, campus events, and community representation on QuEST






1) Expand parent trainings, communication, andinvolvement focusing on improving student performance.




CSF 5

2) Provide community resources that can assist teachers toengage and motivate students.

1 Directors ofCommunity Relationsand Communications

Increase in student engagement



3) Continue to schedule School Board Recognitionceremonies.

6 Director ofCommunications

Increased participation in recognition ceremonies



4) Continue and expand community partnerships andcollaboration on district committees and boards.

1, 6 Directors ofCommunity Relationsand Communications,AssistantSuperintendent ofSupport Services.

Continued partnership





5) Promote Texas Public Schools Week

6 Director ofCommunication,CampusAdministrators

Parent participation


CSF 5

6) Utilize the communication tools we have, investigatenew tools and continue to monitor for effectiveness of allcommunication tools

6 Director ofCommunication

Increase in the use of communication tools



7) Increase positive news stories in the local newspaper


Increase in number of positive stories in the paper



8) Utilize social media to improve district communicationswith all stakeholders increasing the use of more video.

6 Director ofCommunication,Director ofTechnology

Increased use of social media


CSF 5

9) Investigate was to promote positive PR in the districtincluding a # campaign or/and Instagram.

6 Director ofCommunication,

Participation



10) Improve district app for improved communication andinclusivity of new schools.

6 Director ofCommunication,Director ofTechnology, campusadministration

Increased use of district app by parents, students, and staff


CSF 5

11) Redesign electronic newsletter for inclusivity of newschools and improve mobile capability.


Improved electronic newsletter


12) Increase communication with parents of specialeducation and 504 students through the use of a parentnewsletter, parent workshops and the creation of a parentadvisory committee.

1, 6 Special EducationDirector

Increase in parent feedback and participation in attendanceat workshops and on committee

Funding Sources: 199 - General Fund - $0.00, 224 - IDEA Special Ed - $0.00




13) Utilize the HERO program to track both positive andnegative behaviors and communicate with parents on anongoing basis.

6 DeputySuperintendent and C& I Directors,CampusAdministration andClassroom Teachers

Increase in communication with parents


14) Coordinate opportunities in the community thatrecognize student achievement.

Director ofCommunity Relations

Improved community awareness




System Safeguard Strategies

Goal Objective Strategy Description

1 1 1 Utilize district curriculum units with embedded high yield instructional strategies and higher order questioning to aligncurriculum and instructional resources in all K-12 classrooms throughout the district.

1 1 2 Support special education students in general education classrooms through tutorials, inclusion, co-teaching, and differentiatedinstruction. There will also be monthly training, mentoring and consultation with the special education instructional specialist.

1 1 3 Utilize data analysis through district software to identify and track students strengths, weaknesses, and progress toward mastery.

1 1 6 Collaborate through weekly Professional Learning Communities (PLC) meetings with teachers to align instruction, review dataand develop teacher capacity and quality.

1 1 8 Create and utilize an accountability tracking system that provides individual student performance data to be used to projectaccountability ratings for campuses.

1 1 9 Teachers of EOC courses meet daily through PLC's with the instructional specialists on the campus to adjust curriculum basedon student needs.

1 2 1

Provide professional development in differentiated instruction and inclusion support for students in Special Education.Trainings will include: -How to implement IEP's in the general education classroom -Use of data collection to drive instruction -How to write PLAAFP statements to write measurable goals and objectives -Training paraprofessionals for supporting specialeducation student in the general education classroom -Developing goals aligned to state standards

1 2 3 Conduct training for BE/ESL teachers in instructional strategies designed to address the specific needs of ELL students.Including Sheltered Instruction and academic vocabulary.

1 2 5 Special education case managers will monitor student progress on a regular basis and make adjustments accordingly.1 2 6 Identify low-performing economically disadvantaged and non-white students for early and targeted interventions.1 3 2 Utilize data to monitor and assess student growth towards meeting or mastering grade level performance standards.1 3 3 Conduct student goal setting conferences based on student performance on local assessments.1 3 4 Design instructional blocks on the to include embedded remediation to address academic gaps spanning the campus.

1 3 5 Monitor individual student growth from prior state assessment to the benchmark, followed by targeted student interventionplans.

1 4 1 Utilize Renaissance Learning and student performance data to identify students' ZPD to enhance performance on stateassessments.

1 4 4 Include differentiated menus into district curriculum units to increase rigor for targeted students.1 4 5 Develop and implement advanced course offering opportunities for intermediate students.



Goal Objective Strategy Description1 5 1 Campuses will complete annually a Campus Accountability Plan to help establish instructional goals.

2 1 3 Increase student performance on PSAT, SAT, ACT and TSI by offering opportunities for students to access preparationmaterials.

3 2 1 Continue to provide professional development opportunities to increase cultural diversity awareness for all staff.



District Funding Summary

199 - General FundGoal Objective Strategy Resources Needed Account Code Amount

1 1 1 $0.001 1 3 $0.001 1 4 $0.001 1 5 $0.001 1 6 $0.001 2 4 $0.001 2 6 $0.001 3 2 $0.001 3 4 $0.001 3 5 $0.001 4 1 $0.001 4 3 $0.001 4 4 $0.001 5 1 $0.002 1 1 $0.002 1 2 $0.002 1 5 $0.002 1 6 $0.002 1 7 $0.002 2 1 $0.002 2 3 $0.002 2 4 $0.002 2 5 $0.002 3 1 $0.00



2 3 2 $0.002 3 3 $0.002 3 4 $0.002 3 5 $0.002 4 1 $0.002 4 2 $0.002 5 1 $0.002 5 2 $0.002 5 3 $0.002 5 4 $0.002 5 5 $0.002 5 6 $0.002 5 7 $0.002 5 8 $0.003 1 1 $0.003 2 1 $0.003 3 1 $0.004 1 1 $0.004 3 1 $0.004 3 2 $0.005 1 1 $0.005 1 2 $0.005 1 5 $0.005 2 1 $0.005 3 1 $0.005 3 2 $0.005 3 3 $0.006 1 1 $0.00



6 2 1 $0.006 2 2 $0.006 2 3 $0.006 2 4 $0.006 2 5 $0.006 2 6 $0.006 2 7 $0.006 2 8 $0.006 2 9 $0.006 2 10 $0.006 2 12 $0.00

Sub-Total $0.00255 - Title II

Goal Objective Strategy Resources Needed Account Code Amount5 1 3 $0.005 3 4 $0.00

Sub-Total $0.00211 - Title I

Goal Objective Strategy Resources Needed Account Code Amount1 1 2 $0.001 1 8 Renaissance STar 360 $0.001 3 1 $0.001 3 4 $0.001 3 5 $0.001 4 1 $0.001 4 2 $0.001 4 5 $0.001 4 6 $0.00



2 1 1 $0.002 1 2 $0.002 1 3 $0.002 1 6 $0.002 3 1 $0.002 3 3 $0.002 3 5 $0.002 4 2 $0.00

Sub-Total $0.00263 - Title III

Goal Objective Strategy Resources Needed Account Code Amount1 2 2 $0.001 2 3 $0.00

Sub-Total $0.00224 - IDEA Special Ed

Goal Objective Strategy Resources Needed Account Code Amount1 1 2 $0.001 2 1 $0.001 2 5 $0.001 5 2 $0.001 5 3 $0.006 2 12 $0.00

Sub-Total $0.00Grand Total $0.00



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