Mineral Point School District

Mission Statement

Grounded by our history, as one of the oldest publicly supported schools in Wisconsin, MPSD is the heart of a small community that educates and inspires our students for a bright future in a big world.

 

Mineral Point School District

Vision Statement

  • The Mineral Point School District will be a recognized leader in education.
  • Students will attain higher levels of academic achievement, resulting in greater lifetime opportunities.  
  • Individualized learning will be embraced through innovation and technology.
  • The district will provide a collaborative and professional environment for teachers to learn and develop innovative instructional strategies.
  • Student learning will be enriched by cultivating family, community, and business partnerships.

 

Mineral Point School District Values

The Mineral Point School District values;

  • Educational Excellence
  • Diverse Opportunities
  • Responsible Citizenship
  • Inspired Staff
  • Community Pride
  • Fiscal Accountability and Responsibility

Mineral Point School District Beliefs

In the Mineral Point School District we believe…

  • in providing an individualized education that allows students to achieve their potential.
  • it is our responsibility to prepare all students for careers or college.
  • in developing communication, collaboration, critical thinking, and creativity skills.
  • community engagement and co-curricular activities are critical to the success of our students.
  • in developing students to be balanced and well-rounded individuals.
  • that students should have opportunities to serve and be involved with their community.
  • students and staff should foster pride in their community.
  • it is important to employ high quality staff in order to achieve academic excellence.
  • it is important for all staff to model learning, strive for continuous improvement, and display professionalism.
  • in a culture that is respectful, kind, caring, and compassionate.
  • in developing responsible and respectful citizens.
  • it is the district’s obligation to provide a safe and professional environment that fosters communication, collaboration, creativity, and critical thinking.
  • it is important to provide the resources needed to succeed.
  • fiscal decisions should be transparent and make the best use of the funds trusted to the district.

 

Mineral Point School District

Focus Areas and Goals

 

Fiscal Responsibility

  • Create and implement a communication plan to inform the community on the school budget and increase understanding of school funding and the state aid formula.
    • The District will provide a hands on tool to provide understanding of the variables, stakeholders, and nuances of school finance before the conclusion of the 2015-2016 school year.  
    • The District will provide a work session with Scott Gralla from PMA to allow the board and community to ask questions, receive charts and graphs, and drill down on areas of interest surrounding the school budget and state aid formula prior to January 1, 2016.  
  • Identify opportunities and control expenditures to eliminate inefficiencies.  
    • The District will create a long-range facilities plan to include energy efficiency projects  and staffing prior to the conclusion of the 2015-2016 school year.  
  • Increase grant writing and explore an endowment fund by the end of the 2015-2016 school year.
    • The District will write at least three grants in the 2015-2016 school year.
    • The District will show evidence of an operational endowment fund prior to the conclusion of the 2015-2016 school year.  
  • After School Programming Opportunities
    • The District will conduct at least two site visits of schools that deliver after school hour programming as a revenue source and provide recommendations to the board prior to the conclusion of the 2015-2016 school year.   

 

Community Engagement

District Workforce

  • The District will develop and implement a communication plan for two-way communications between school board and administration, administration and staff, and board/staff relations to improve school climate and allow for feedback and solutions to problems.
    • Board members, administrators, parents, and staff will adhere to the chain of command and begin solving problems at the lowest level possible. The number of instances where a problem is not delegated to the lowest level possible will be zero by the end of the 2015-2016 school year.  
    • The District will conduct a climate survey over the next two years and show improved results from the 2015-2016 school year to the 2016-2017 school year.  

 

Parents and Community Members

  • The District will determine and implement the preferred methods of communication for stakeholders to align communication efforts accordingly to increase efficiency and communicate in a consistent manner as part of a comprehensive two-way communication plan. Informational and engagement efforts for parents, staff, students, non-parents, and alumni, among others, will be pursued, using both online and traditional methods.
    • The District will survey, analyze, and share results of baseline data collected and implement a plan to monitor increases in at least one area identified as deficient or an area of need.
    • The District will create a database to capture contact information and emails for community members with students not in the district and communicate accordingly.
    • The District will attend and request to be placed on the agenda for minimally one meeting every two years at the American Legion, Arts Mineral Point, Chamber of Commerce, City Council, Fire Department, Historical Society, Library, Kiwanis, Lions, Odd Fellows, Opera House, Rescue Squad, Shake Rag Alley, and VFW.  
    • The District will investigate and create, if an interest is found, an activity club to support student communications to commence with the 2016-2017 school year.

 

Relationship Building

  • The District will coordinate opportunities for student service to the community and connecting community talents with the needs of students. The District will also look to build upon community business, non-profit, and service club relationships.
    • The District will complete a community coordinated fine arts project with a local artisan prior to the conclusion of the 2015-2016 school year.  
    • By the end of the 2015-2016 school year, students will engage in at least one community service project that is in addition to efforts sustained from the 2014-2015 school year.

 

Academic Achievement

  • The District will complete and communicate a report of the Essential Learner Outcomes, resources and assessments that align with the most recent and rigorous state standards across all grade levels or content areas.  Administration will provide a timetable.
    • The District will provide quarterly reports to the Board of Education of ELOs identified, assessments given, and plans for students who have and have not learned the ELOs.  
  • By the conclusion of the 2018-2019 school year, students will outperform CESA 3 schools.  
    • Students will show improvement on the ACT test.
      • By the end of the 2015-16 school year, 9th-11th grade students above benchmarks will increase their composite scores on the ACT/ACT Aspire exam by 5%.  
      • On successive tests students below benchmarks will reduce by half the difference between the student’s score in a given subject and the corresponding College Readiness Benchmark.
      • Given the current reality, 69.8% of students are proficient and advanced at third grade as displayed by the state summative assessment.  By the conclusion of the 2018-2019 school year 100% of students will read proficiently by the end of 3rd grade.  
    • The District will increase students’ reading proficiency by the end of third grade to 85% by the conclusion of the 2015-2016 school year, 95% by the conclusion of 2016-2017 school year, and 100% will read proficiently as assessed by WI Forward exam by the conclusion of the 2017-2018 school year.   Currently 40 of 53 are at 40th percentile rank or higher as measured by STAR. (76%)
      • The District will implement PLCs with fidelity and monitor for continuous improvement through the 2015-2016 school year.
    • The 31 students currently in grades 6-8 are on watch in reading, by the end of the 2015-2016 school year the number of students on watch will decrease to six (6) or fewer as measured by the STAR assessment.  
  • Increase academic rigor as demonstrated by an increase in the number of students accepted into post secondary institutions.
    • Beginning with the 2016-2017 school year, the number of students enrolled in an AP course will increase by 10%.  
    • Beginning with the 2016-2017 school year, the number of students scoring a three (3) or better on the Advanced Placement examinations will increase by 10%.    
    • Beginning with the 2016-2017 school year, the number of students enrolled in a dual enrollment course will increase by 10%.  
    • Beginning with the 2016-2017 school year, the number of students graduating from Mineral Point needing remedial college courses at SWTC and UWP will decrease by 10%.  

 

Technology

  • Implement and revise as necessary the DPI Technology plan.
    • The District will annually review the DPI Technology Plan and recommend to the board suggested revisions at the February 2016 board meeting.  
  • Support teachers in technology integration and shifting instruction/assessment toward the 4Cs (critical thinking, collaboration, communication, and creativity).
    • By the end of the 2015-16 school year, 100% of teachers will be able to identify the 4 Cs of technology integration and each category of the 21st century learning report will increase 20% as evidenced by BrightBytes surveys.   
  • Digital citizenship curriculum will be developed by January 1, 2016, to increase student and staff knowledge and skills as measured by a 20% increase in the BrightBytes scores.
  • The District shall provide staffing to support technology integration and 1:1 initiatives for students.
  • The District will expand the 1:1 initiative commencing with the 2016-2017 school year.
  • The District shall develop replacement cycles for all devices including, but not limited to, Chromebooks, SMART Boards, projectors, etc. and annually share with the Board of Education the capital technology budget no later than the board meeting in February, 2016.

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