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Title 1 originated a few decades ago but gained permanent placement during the creation of "No Child Left Behind" in 2001.Title 1 gives federal funding to school districts and campuses based on their numbers of students qualifying for free and reduced lunches, student enrollment, and low income households. My current campus has slightly over 90% free and reduced lunches currently.  (Spivey, 2013)

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Chapter 11 of the Texas Education Code addresses both campus and district level improvement planning. A CIP is most often created by the campus administrators though some campuses delegate tasks to teams of teachers. In my personal opinion the best plan is a mix of the two; a few teachers alongside the administrative team. Those creating the CIP would use TAPR reports, employee data, SEL programming, dyslexia and SPED reports, plus more as a way to be inclusive of all campus needs. The state provides an outline for creating such but most districts also have a framework available.

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Most of the goals in our CIP are measurable and attainable and specific. The goals are detailed as follows:

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Parental Policy: The goals and performance measures for our specific parent policy plan is detailed in all of the YELLOW padlet.

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Goal 4: Increase Participation in Parent and Family Engagement Activities
Performance Objective 1: Increase the use of parent input to drive extracurricular activities and campus events.

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Performance Objective 2: Provide increased opportunities for parents to participate interactively and/or view campus activities through the use social media posts, live broadcasts and virtual  opportunities.

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These are primarily being targeted by the campus social worker and school counselor who head up our Adult Learning Action Team.

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I believe the CIP is holistically sound and thanks to detailed performance objectives they are specific. The academic pieces all mesh very well together such as using the technology to differentiate which should allow our number of masters students increase at the same rate as others. I do wish there was more to our CIP which addressed staff morale as I feel ours is at an all time low. Right now we are in year 2 of implementing LEADER IN ME, which addresses a great many of the performance objectives from SEL to college and career readiness, to achievement, and beyond. The READING OLYMPICS program we do encourages continuous reading which ties to our campus goal of a year's growth for all students in reading.

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The Campus Improvement Plan is based off of the Campus Needs Assessment. The CNA identifies areas of need which may be targeted in the CIP. The CNA identifies strengths and weaknesses campus wide whereas a CIP usually just chooses to focus on areas of refinement.

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Funding is not addressed in CIP beyond one goal which is to find a stable fundraiser to help generate the funding to continue the LEADER IN ME program moving forward. All of the items in our CIP are able to be done with district materials and in house support. This leads to "supplement, supplant" methodology.  We are given many funds from the federal level which the state supplements and then hands down to districts to utilize. Under ESSA, we as districts are to practice fiscal responsibility. ESSA details how federal funds can be spent so that they do not replace state funds.

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TEA has presented us with the Effective Schools Framework which has 5 levers to school, and therefore student, success. At the heart of the ESF is effective instruction. It is about teachers and students engaging in the state content to high rigorous standards. The heart is supported by high quality curriculum districts purchase and develop. It is also held up by well supported and effective teachers (human capital) which districts and administrators are responsible for creating, coaching, and recruiting as well. Lastly the core is held together by positive school culture which campus leaders are responsible for creating and cultivating with their vision and mission. Surrounding all of these 4 levers, is the last lever "strong leadership and planning" because without strong leadership and organized planning the campus cannot be successful and all other levers will fail. The ESF is designed so that each lever works with the others. I believe the CIP and CNA both fall within the last lever of leadership and planning. The CIP is the plan which sets all other things into motion for the year ahead.

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REFERENCES:

SPIVEY, B. (2013). What is Title 1? Retrieved October 13, 2020, from https://www.handyhandouts.com/pdf/386_WhatIsTitle1.pdf