June 13, 2016 at 6:30 PM - Regular Meeting

Description:  If interested in addressing the School Board during the Communications portion of the meeting, please stand and state your name when the Board President requests communications from the citizens.

Description:  An educational endowment was started under the guidance and leadership of a board of trustees.  Board Member Dr. Sarah Fox will share information about the endowment and how funds can be used, the comprisal of the board that oversees the funds, and next steps to grow the endowment fund.

Description:  Chapter 4 identifies ten common instances in which boards abandon their strategic role and, in so doing, interfere with the smooth, aligned operation of the district. This makes the initiatives the board wants to achieve harder to accomplish—even when the board thinks it is helping make things happen. Review the ten signals in the chapter summary on pages 78–80. Four of those signals—1, 2, 9, and 10—are a result of voting/decision-making by a board; three—4, 5, and 7—are a result of research/policy influences; and
three—3, 6, and 8—are culture-based. Then review the core values of a high-performing system outlined in Table 4–1: Core Values and Beliefs (page 74). 

Question 1:  Assess your board’s performance over the last three years. Which trouble signals
did you successfully avoid? To which signals has your board fallen victim?
Which will be the most difficult for your board to address, and why? 

Question 2:  Think back to any differences over the last three years between your board and
the superintendent, the administration, and/or the teachers’ organization. What
signals can you attach to them? Give specific examples. Discuss how the
conflict could have been avoided. 

Question 3:   How does the culture of your school system stack up against the core values of a
high-performing system described on page 74? What are your strengths? How
do you know? What are your opportunities for improvement? How do you
know? How does the collective impact of these core values affect productivity
and satisfaction in your school district? 

Question 4:  Is the relationship between the board, the superintendent, and union leadership
productive and professional? How do you know? How do you communicate?
How do you collaborate? How are differences resolved? How do you celebrate
success together? How do you share opportunities for improvement together? 

Description:  Schools across the country strive to create and sustain inclusive, supportive, safe, and nondiscriminatory communities for all students. In recent years, we have received an increasing number of questions from parents, teachers, principals, and school superintendents about civil rights protections for transgender students. Title IX of the Education Amendments of 1972 (Title IX) and its implementing regulations prohibit sex discrimination in educational programs and activities operated by recipients of Federal financial assistance.

This prohibition encompasses discrimination based on a student’s gender identity, including discrimination based on a student’s transgender status. This letter summarizes a school’s Title IX obligations regarding transgender students and explains how the U.S. Department of Education (ED) and the U.S. Department of Justice (DOJ) evaluate a school’s compliance with these obligations.

Description:  The 16-17 Budget Includes:

1. Reduction in virtual school fees (in leu of purchasing APEX)
2. Reduction in postage
3. Reduction of SMART Board purchases removed (purchased three in 15-16)
4. Reduction of Chromebooks for 7-8th grade removed (purchased 15-16)
5. Addition of full time resource officer.
6. Replacement of internet filter.
7. Addition of Alternative School.
8. Addition of RUS Grant Match
9. Addition of Erate Match
10. Addition of after school programming and two late bus routes.
11. Addition of graduate credits for MW's superintendency licensure program.
12. Addition of ELL Teacher and Instructional Assistant

Description:  MINERAL POINT UNIFIED SCHOOL DISTRICT        POLICY 672

PURCHASING
The district administrator shall serve as purchasing agent for the district and, in this capacity, shall be responsible for developing and administering the total district program of purchasing goods and services. 
The Board declares its intention to purchase competitively and to seek maximum educational value for every dollar spent. 

The district administrator is authorized to issue purchase orders without prior Board approval where formal bidding procedures are not required by law or by Board  directive, and only when budget appropriations are adequate to cover such obligations.

a. The Board is required by state law to solicit bids when selecting group health care benefits for school district professional employees. The Board is not required by law to award a contract to the lowest bidder.  
b. The Board is required by state law to solicit bids when entering into energy savings performance contracts.  The Board is not required by law to award a contract to the lowest bidder. The purchasing procedures employed shall comply with all applicable laws and Department of Public Instruction regulations. A statement of “General Conditions,” as approved by the Board, shall be included with all specifications submitted to suppliers for their bids.  These “General Conditions” shall be incorporated in all contracts awarded for the purchase of materials, equipment and supplies. When feasible, all materials, equipment and supplies will be purchased at a quantity price to obtain the greatest quantity for the money expended.  Quantity purchasing will be offered to vendors on a bidding process with specifications, guarantees and qualities confirmed by each individual bidder. Every effort shall be made to obtain the desired quality materials or services at the minimum cost, including the taking of bids and/or quotations.  Specific bids and/or quotations may be requested for any capital item or single group of items. The Board reserves the right to reject any or all bids and to accept the bid which appears to e in the best interest of the Mineral Point School System. 

Legal Reference(s): Sections 66.949

Wisconsin Statutes 120.12 (24) 120.13 (5) and (33) 120.44 (4)
Cross Reference(s): 672.1 Cooperative Purchasing

Description:  Convene to Closed Session Wisconsin State Statute 19.85 (1) (c)  Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility and (e) Conducting other specified public business, whenever competitive reasons require a closed session.

Description:  The board of education has recently completed a self-reflective survey, a staff school climate survey that included a reflection on the board of education, and is in the process of working through a book study.  The board has the opportunity to reflect on past practices and procedures and discuss key findings of surveys to decide whether or not to develop an improvement plan around areas for board growth.

Description:  Southwest Hospital gifted $25,000 toward the stadium project.