CCISD updates strategic‑plan Goal 1: audits, student badging, restroom changes and behavior supports cited in safety push

Clear Creek Independent School District cabinet members told trustees on Nov. 10 that a coordinated set of safety and culture initiatives is already underway as part of the district’s Vision 2030 strategic plan and the 2025–26 district goals.

Superintendent Dr. Ingle framed the work as part of Goal 1 (culture), which the district is measuring through two linked strategies: centralized safety systems and building connections/community. Dr. Ingle said multiple cabinet members and staff would present progress and that the board would see the first strategy updates before the second.

Cameron (safety staff) outlined the district’s internal campus safety audit schedule under the Safe and Secure Schools process. He said 25 of 27 elementary schools have completed intruder detection audits, staff/student/counselor surveys and walkthroughs; audits for intermediate and high schools are scheduled to begin in December with a target to finish by February. Cameron said summary findings will go to the safety committee and then to the board.

Transportation and safety staff described a completed, districtwide student badging system and parent‑facing StopFinder app that track boarding and exiting activity. Tammy Pickett said the system began with a McWherter pilot, expanded districtwide and “enables accurate tracking of students boarding and exiting buses” while staff continue outreach to increase parent uptake. Trustees asked staff to break usage data down by campus and grade; staff said they can provide campus‑level adoption metrics in a Friday memo.

Alex (project management/facilities) summarized a facilities project that removed interior restroom doors in student pod areas at intermediate and high schools to reduce secluded spaces. Alex presented district incident comparisons and said the district has seen a 59% decline in drug‑related offenses and a 40% decline in physical‑contact incidents compared with recent multi‑year averages. Trustees asked whether the activity simply moved elsewhere on campuses; staff said typical behavior occurs in restrooms and that combined measures (restroom changes, badging and a cell‑phone policy) likely contributed to reductions.

District behavior‑support leaders (Dr. Silva, Christina Ford and Christina Talley) described a tiered continuum of supports (tier 1 universal through tier 3 specialized) intended to align campus and district resources, provide clarity for staff, and link crisis and safety plans across departments. They said the team is hyperlinking resources into a single menu of supports and will use feedback and data to refine alignment.

Other items: Dustin Harden, chief technology officer, reported district cybersecurity tabletop exercises (Aug. 7 and a surprise internal exercise Oct. 10) and a draft response plan targeted for completion by May, with a second tabletop planned for spring. Staff also reported district outreach programs — an Inside CCSD ambassador session and a Get My Interns pilot at Clearbrook with 37 active mentorships and 133 students registered — and described Clear to Lead leadership sessions to build an internal pipeline for future administrators.

Trustees praised the initiatives and asked for further data: campus‑level StopFinder adoption, exact restroom counts affected by the door removals, and cost breakdowns for Leader in Me membership and ongoing costs. Staff agreed to provide the requested information in follow‑up materials.