Definitions

Madison Strategic Objectives and Operational Definitions

The Madison Public Schools are driven by a mission to prepare all learners to make a unique, positive contribution in a complex, global society. 

Operational Definition: Why is it important?  What are we trying to accomplish? How are we going to accomplish it?
 

Stakeholders

S1 The educational experience is engaging and values the well-being of the whole child while offering choices for the future.

  • Madison students deserve an education that is both engaging and prepares them for futures yet to be imagined.  
  • By creating educational experiences that recognize their strengths, develop critical and creative thinking, and the content of the discipline, students are required to transfer knowledge and skills to unique and applicable situations. 
  • Madison students learn to recognize and grow their own talents for future endeavors beyond what currently exists.  
     

S2 The educational system increases the value of my community

  • Madison Public Schools attracts families to the community.
  • Through creating an educational value most commonly associated with private schools,  
  • The school system is seen as a valuable town asset. 
     

S3 Madison Public Schools is an education leader and is considered a forward-thinking, high achieving district

  • Advancement of public schools require districts to inspire the work of others, and in turn, be inspired by work outside of the system.  
  • When we create transparent systems of communication, we avail ourselves to collaboration with districts who are driven by the same aspirations.  
  • This creates a system of accountability and the highest level of continuous improvement.   
     

Internal Process

P1 Cultivate Whole Child Development

How children learn is as important as what they learn.  Academic success is inextricably tied to building social-emotional competencies. 

This is best done through a comprehensive approach that honors child development theory in all facets of the system.  The MPS will address the academic, social and emotional needs of all students in order to promote the development of well-rounded, life-long learners and productive citizens. 

The system will develop developmentally-appropriate approaches that foster the social, emotional and academic development of each learner. In addition, the system will be responsive to the individual social, emotional, and academic needs of all learners.  

P2 Develop a Dynamic and Engaging Curriculum

  • Curriculum development is the responsibility of the system.  A guaranteed and viable curriculum is the variable most strongly related to student achievement at the school level.
  • As a result of creating and implementing a curriculum that is developmentally responsive, students will experience deep levels of engagement.  Students will apply their understanding to become critical and creative thinkers, strong communicators and collaborators.
  • The district will develop and implement a dynamic and engaging curriculum by employing a curriculum renewal cycle, reallocating staff and funding to serve this purpose. Teachers are co-authors of district curriculum that is aligned to the district vision and system’s beliefs about learning.   

P3. Provide the Highest Quality of Instruction

The actions of the classroom teacher have the single largest impact on student learning. 

The system is asking teachers to teach to student outcomes and capacities that stretch the skillset of even the most skillful teacher.  We intend to continually broaden the instructional repertoire of each and every staff member so that we can ensure every child is engaged in joyful learning and able to achieve the ambitious outcomes in our district vision. 

We will support our educators as innovators in a dynamic pursuit of continuous improvement and innovation, providing the necessary resources (e.g. professional development, instructional coaching, consultants, common planning time, opportunities for collaboration, etc.). 

P4 Design internal processes with a focus on feedback loops.

The highest performing systems create continuous improvement feedback loops to make incremental growth and breakthrough innovations over time.  

Feedback loops provide the system with the information necessary to determine if a specific process, service, or approach should be standardized across the system.  

The Madison Public Schools will employ a variety of methods, including the iterative four-step “PDSA” method, to determine the success of innovations, processes, services, and approaches that serve individual students and the entire system.  

P5 Actively Communicate Individual and District Performance

Using data to understand the system and to validate our theories is a critical part of our district-wide continuous improvement efforts.  The same approach can be applied to individual students.  

In some cases it is fairly easy to understand and collect data that provides a clear and accurate measure of individual (i.e. student) or system performance.  In other cases the district will develop processes to identify data in order to communicate individual and system performance.

The district will use current measures, as well as create new measures, to monitor and communicate individual and system performance   
 

P6. Modernize facilities with learning spaces

Schools have the responsibility for creating spaces FOR learning and move beyond providing the minimal construct of places TO learn. 

With access to technology and the internet, students can learn across the day and around the globe.  Space will be designed for a particular educational purpose or need.  

By developing spaces for instruction that are designed with the learner in mind- such as ones that support student thinking that spans grade configurations, we will support the instructional pathways for each student to reach their full potential.   
 

P7 Stimulate Innovative Instructional Methods

The district is committed to preparing all learners for the challenges of the world they will enter when they graduate. 

This educational vision demands instructional practices that prepare students to think critically and creatively, and to communicate and collaborate with others. 

The district will foster a culture of professional risk-taking by creating opportunities for teachers to innovate, share their innovations, and learn through and with each other in pursuit of continuous improvement.

P8 Celebrate Exemplary Practices

Celebrating exemplary practices acknowledges the great work in our district, while also communicating to all stakeholders the value of particular efforts in line with the district vision.  

The district is committed to celebrating the commendable efforts of our diverse and talented stakeholders. We seek to recognize innovations in practices both within and across our schools.

 We will do this by examining our current practices and expanding the scope and frequency of when and how we celebrate.

P9 De-privatize leadership practices

  • In order for all students to master high academic standards, it is imperative that MPS educators commit to working collaboratively with colleagues on a consistent basis across grade levels, departments and schools.
  • By de-privatizing professional practice, teachers will learn and share with colleagues rather than work independently. 
  • We will accomplish this by creating a system that supports common planning time, professional learning communities, meaningful professional development, and supporting a culture of communication and collegiality.  
     

Talent and Technology

T1 Excel at Professional Learning with a focus on continuous improvement.

People are the most valuable resource in the system. 

In order for the people in the system to perform at their highest levels they must be voracious adult learners, continually developing their skills.  

The MPS will deliver the highest quality professional development in order to build a deep knowledge base with the goal to expand repertoire. Staff will have opportunities to engage in both self-directed and collective experiences.
 

T2 Foster Intrinsic Motivation of Students and Staff

  • Intrinsic motivation is driven by internal rewards. It is grounded in inspiration, pride, and true enjoyment focused on work that    matters.
  • By building on each individual's authentic drive for autonomy, mastery, and purpose, the district will nurture a positive climate of continuous improvement. The district is committed to examining, designing, and improving systems that will foster intrinsic motivation. 

T3 Develop Leadership Capacity at all Levels of the District

One of the primary purposes of leadership is to help others do their jobs well.  
Widely distributing leadership and shared responsibility of self-managed/collaborative teams generates better results with less need for direct supervision. 
The MPS district will develop leadership talent throughout the system by fostering self-managed/collaborative  teams where individuals share their talents and abilities to solve problems and confront instructional challenges.  
 

Resources

R1 Use transparent financial practices

The Madison Public Schools will strive to fulfill its Vision by securing the necessary resources to be successful. 

We will present transparent budgets that emphasize our responsible financial practices, and advance a compelling communications campaign to the taxpayers illustrating how the success of the district creates value to the larger community. 

By increasing awareness of the importance of our work among all stakeholders in the community, we will garner community support for appropriate levels of funding.

R2 Allocate resources to fund high yield efforts

  • The Madison Public Schools will strive to fulfill its Vision by securing the necessary resources to be successful. 
  • We will present transparent budgets that emphasize our responsible financial practices, and advance a compelling communications campaign to the taxpayers illustrating how the success of the district creates value to the larger community. 
  • By increasing awareness of the importance of our work among all stakeholders in the community, we will garner community support for appropriate levels of funding.