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2019 Annual Report MINNETONKA PUBLIC SCHOOLS

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2019 Annual Report MINNETONKA PUBLIC SCHOOLS 2019 annual report A letter from the Superintendent African American and Hispanic referendum and reasonable increases students nationally but out-performing in enrollment. However, the District is Caucasian students nationally. Our at the largest enrollment that the Board African American and Hispanic will allow. It would be devastating to students also out-perform Caucasian the District if there were to be any students in many Minnesota districts. decrease in enrollment. A reduction Our 2019 graduating class had 84% of in enrollment would quickly alter the its students take at least one AP or IB level of revenue, the fund balance and course during their high school years. the quality of education the District can That is so impressive, and it illustrates deliver. that a large majority of our average students are not really average. The The potential for this district is great, average students in all middle school and the best could still be ahead if and elementary grades perform far things are allowed to continue evolving. above their respective grade levels Respectfully, and above students nationally in higher After experiencing another great Dennis L. Peterson, Superintendent year like 2018-19, there are so many grade levels. successes of the District to share with There were 26 National Merit Semi- our community. It seems that each year finalists and 27 Merit Commended student performance gets better than students, which is by far the most of School Board the previous year. It is all deserving any school in Minnesota. There were 69 for such an incredible community that National AP Scholars, and there were Vision supports its schools and the students 13 students who received the maximum who attend them. The support of this possible of 36 on the ACT. That is 13 Defining the direction in community for the referendum in 2015 out of about 123 statewide. Without which to lead the Minnetonka has enabled the District to make the our top students doing so well, the rest Public School District is the transition from enrollment growth— of our students would not be able to duty of the School Board, to that levy—as the primary driver of perform at their incredible levels either. revenue increases. This year, the District as elected representatives is using the second bump in the levy, The District has continued to have of the District. Their hard as approved by voters, to fund cost a priority for meeting students’ work in crafting that vision increases. Thank you, again, for the mental health needs through work and fostering its fulfillment 72% support for that issue. The School on its first goal. Parents and teachers ensures Minnetonka Public Board is continuing this work to stretch ucontinue to collaborate on assuring Schools’ legacy of excellent the revenue from the levy for another student emotional health and social five years. development. teaching, exceptional student achievement and outstanding Students continue to excel and enjoy The District has refinanced debt fiscal management will continue. success in all grades. Our schools are repeatedly to assure that taxpayers are Please download a copy of ranked at the top of Minnesota schools paying at the lowest possible rates and Our Vision in every level, and they are cited as that debt is managed. Furthermore, the the School Board’s among the best in America. Student condition of every facility in the District for the Future which defines performance on every measure shows has been maintained to assure even the District’s commitment to the improvement of their schools and longer lives and will enable the District world-class, child-centered the success of all students. One of to avoid future bond issues. excellence for every student at the new measures shows our African American and Hispanic students—in Finally, the District is financially in minnetonkaschools.org/vision. every elementary and middle school its strongest place ever due to the grade—not only out-performing community support for the 2015 The World’s Best Workforce Annual Report is required by statute. This report is required by the state and prepared and paid for by Minnetonka Public Schools, ISD #276. Editors: Dr. JacQui Getty, Executive Director of Communications; Lyssa Campbell, APR, Communications Coordinator; Daniel Campbell, Content Marketing Strategist 2 INNOVATE. INSPIRE. EXCEL. Minnetonka Public Schools School Board Lisa Wagner Katie Becker Mark Ambrosen Mike LeSage John Holcomb Lisa Sumner Chris Vitale School Board School Board School Board School Board School Board School Board School Board Chair Vice Chair Clerk Treasurer Director Director Director 2019-20 District Goals The Minnetonka School Board adopts specific goals each year to ensure long-term educational excellence for all students. For the year ahead, the goals are: STUDENT WELL-BEING. The well-being of students is a priority for families and the District. In 2019-20, the Goal District will continue the implementation of a plan that supports families’ desires to have their students be socially 1 and emotionally strong and provides the appropriate level of support to students for their academic, social and emotional well-being. The District will identify leading causes of concern that significantly impact student well- being. This work will be presented in December of 2019. Updates on the implementation will be presented to the Board in January and May of 2020. This work will include: Staff development opportunities to give all staff the support, resources, tools and training needed to address these topics; promote efforts to facilitate discussions that address inclusivity, constructive discourse, adversity and other topics that impact student well-being; determine measurements to evaluate student well-being and the impact of Minnetonka’s efforts within our scope/boundaries of a public institution; create awareness and support for all students on all pathways (i.e., trades, military, gap years, technical school, colleges and universities, etc.) to promote the best match for each student. DEEP IMPLEMENTATION OF STRATEGIC PROGRAMS. The District will ensure deep systemic implementation Goal of recently launched strategic programs to ensure that Minnetonka commitments to student achievement and 2 experience, as well as instructional framework and content, are successfully accomplished. The following programs will be holistically reviewed utilizing the adopted School Board Innovation Criteria no later than May 1, 2020. Specific interest areas by program include: • Experiential Learning & Inquiry-based Learning - Continue work to expand experiential learning and inquiry-based learning opportunities for E-12, including infrastructure and resources required and assessment of targeted innovation including measurement of staff engagement. • Pathways - Continue work on personalized pathways ensuring students have access to tools that will help plan their success through graduation and beyond, develop further engagement with families on ways to use Naviance at every grade level and create awareness and support for all students on all pathways (i.e., trades, military, gap years, technical school, colleges and universities, etc.) to promote the best match for each student. • Tonka Online - Continue work on expanding strategies for growth and share marketing plans mid-year for continued outreach of program. • District Workforce - Continue planning for an ongoing supply of outstanding teachers, administrators and support staff to serve students throughout their years in the District. Year three of this five-year goal should focus on efforts outlined to date and adding new opportunities for recruiting and retaining talent, including identification of resources required. FOCUSED STRATEGIC PLAN. Create a ten-year Strategic Plan for the District with a specific lens toward the Goal implications of flattening enrollment and the state imposed levy cap. Key activities should include: Space and 3 capacity plans for students, classrooms and non-instructional spaces; facility upkeep and maintenance plans for education and non-instructional spaces; technology plan for fixed assets (infrastructure) and variable (students, staff, vendors) needs and expenses; cost savings options (refinancing debt, alternative utilities including solar gardens, etc.) with the goal of maximizing expense efficiencies; curriculum that is demonstrably meeting the needs of tomorrow’s workforce. 3 School Board Goal #1: Student Well-being Minnetonka Public Schools strongly believes in supporting For the year ahead, the District will continue its work to the whole child and strengthening student well-being. implement a plan that supports families’ desires to have District staff know that when students feel safe, encouraged their students be socially and emotionally strong and to and connected, they do better academically, physically and provide the appropriate level of support to students for their emotionally. This commitment provides the support to help academic, social and emotional well-being. students to be happy, to thrive and to be successful. Building Connections “Student well-being” is defined by the District as the positive “We know that students with strong relationships and a sense of self and belonging that students feel when their positive sense of self are in a much better position to reach cognitive, emotional, social and physical needs are met. Well- their full potential,” says Michelle Ferris, Executive Director being reflects resiliency and self-awareness, empowering of Student
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