District
District Tabs
- Message from the Superintendent - Joel Baumgarten
- Superintendents Goals
- 2025-2026 School Calendar
- District State Testing Schedule
- District at a Glance
- EVW Census Letter
- Chain of Command
- District Revenues and Expenditures Budget
- MN Report Card
- Strategic Plan
- Educating Every Child for the Future
- World's Best Workforce
- Employment Opportunities
- IRS Child Tax Credit
- ESEA Public Notice
- District School Board and Policies
- District Literacy Plan 2025-2026
Message from the Superintendent - Joel Baumgarten

Hello Community Members of Eden Valley-Watkins,
I am honored to introduce myself as the new superintendent of EVW schools. My name is Joel Baumgarten, and I'm eager to work with the wonderful people from the towns of Eden Valley and Watkins. With 38 years of experience in education, I have had the privilege of serving as a coach, classroom teacher, summer camp director, various administrative positions at ROCORI as well as superintendent at BLHS. I am very excited to begin a new journey at EVW!
In my approach to education, I hold the values of hard work, strong ethics, creativity, and balance in high regard. My wife, Kim, is also involved in education as a teacher and administrator in Cold Spring and Richmond. Kim and I are blessed with four children, Justin, Brittany, Keisha and Colton, all adults and involved in real life adventures outside the home. Additionally, we have four grandchildren, Kai, Alora, Janae and Aunders who all bring immense joy to our lives.
As an individual, I am solution-oriented and strive to do my best to support students, staff and community. Collaboration and communication are the cornerstones to success, and I firmly believe in the power of listening and will focus on helping to promote the united positive culture of the EVW community. A united community helps to overcome any educational obstacles we may face.
I am excited to help promote the continued success of EVW. The long history of academic, arts and athletic successes have been evident in EVW’s great reputation. As the new superintendent of Eden Valley-Watkins schools, I believe that continuing this success by building strong, trusting relationships with all stakeholders and staying committed to high standards are the keys to creating a thriving educational community and positive climate where families will want to send their children and celebrate their successes.
EVW is already a remarkable school, largely due to its incredible people. Working in a school requires special individuals with unique skills and talents that our staff possesses. Together we will make tomorrow a better place for all of our students, supporting them in their dreams and helping them reach their goals. We can make a meaningful difference in their lives.
Representing each of the communities of Eden Valley and Watkins in our EVW School District is important to me as our district leader and getting to know and work together with stakeholders in all parts of the district will be essential. I am very excited for the future of the EVW District and the start of our new school year together in 2025-26.
Thank you, and I look forward to a successful journey together in the EVW School District.
Go Eagles!
Joel Baumgarten
EVW Superintendent
District Office 298 Brooks Street N Eden Valley, MN 55329 (320)453-2900 x1143 Fax: (320)453-5600
Superintendents Goals
2025-2026 School Calendar
District State Testing Schedule
District at a Glance
EVW Census Letter
Dear Resident of Eden Valley-Watkins School District: This census is very important to our district. Please complete and return it as soon as possible. The Minnesota State Legislature requires every public school district to take and maintain an annual census of its birth to 21 population. This information is very important to our district: ● Information from the census is used to project enrollment, staffing needs, facility use and transportation routes.
● Early Childhood Screening of every 3-4 year old in the district required by state law and parents to be given information or need to be contacted for appointments.
● State funding for Early Childhood Family Education program and School Readiness is based on the certified number of children, birth to 5 not yet in kindergarten, living in the district.
● Young people continue to be on the census until they are 21 or move out of the district.
● Students that are opened enrolled will report census to the school district they are living in, not the district they attend.
Please use the link below to complete the form online
Eden Valley- Watkins School District Census Form
Or click the link on the bottom of the page to print the form
Thank you for returning it as soon as possible. It is very important to get our census as accurate as possible. Please list all people living at your address, including infants. If you have any questions or concerns regarding the census, or know of any residents new to the district, please contact Sheri Schumacher at 320-453-6455, ext. 2133 or sschumacher@evw.k12.mn.us.
Chain of Command
District Chain of Command
As we start a new school year, I’d like to provide you with some information that will improve communication and eliminate confusion. Occasionally, we’ll get requests and questions regarding school related concerns or issues, and whom to contact to assist with resolution.
If faced with school related concerns that need to be addressed or brought to our attention, please follow the diagrammed “Chain-of-Command” below.
Concern(s) 1st Contact 2nd Contact 3rd Contact
Athlete Coach Activities Director Principal
Cafeteria/Food Food-Service Building Principal Superintendent
Community Ed. Advisor/Coach Comm. Ed. Director Superintendent
Curriculum/Testing Curriculum Director Building Principal Superintendent
Custodial/Cleaning Buildings/Grounds Building Principal Superintendent
Health Services School Nurse Building Principal Superintendent
Mental Health Counselor Building Principal Superintendent
Parent Teacher/Coach Principal/AD Superintendent
Student Teacher Building Principal Superintendent
Taxes/Budget Business Manager Superintendent
We’ll make every attempt to provide solutions and resolutions, but realize the outcomes may not be satisfactory to all of the parties involved. It is also important to note that federal and state law on data privacy and confidentiality restricts us from providing anything but public information on our student population. A resolution to everyone’s satisfaction level may not be easy, but we’ll exhaust every attempt in doing so.
Department Name Number
Activities/Athletics Holly Hansen @ 453-2900 ext. 1159
Community Education Kelsey Magedanz @ 453-2925 ext. 1039
Counselor Meghan Braeglemann @ 453-2900 ext. 1202
Curriculum/Testing Melissa Notch @ 453-2900 ext. 1200/2139
Custodial/Buildings Peter Stenger @ 453-2900 ext. 1170
Elementary Principal Rob Pederson @ 453-2900 ext. 2124
Food Service Amanda Bruntlett @ 453-2900 ext. 1106
Health Services Catherine Birr @ 453-2900 ext. 2135
Secondary Principal Dave Schneider @ 453-2900 ext. 1141
Superintendent Joel Baumgarten @ 453-2900 ext. 1143
Tax & Budget Alisa Woolcott @ 453-2900 ext. 1144
District Revenues and Expenditures Budget
MN Report Card
Strategic Plan
Strategic Plan Tabs
- 2020-25 - Vision, Mission, Values, Priorities
- EVW Strategic Initiatives 2020-2025
- EVW Strategic Plan Brochure
2020-25 - Vision, Mission, Values, Priorities
Vision
The Eden Valley-Watkins school district will serve as an educational model of excellence.
Mission
The Eden Valley – Watkins School District will provide quality learning opportunities in a safe environment that enables students and staff to excel in a global society.
Core Values
The Eden Valley – Watkins School District is committed to:
E xcellence: challenge stakeholders to maximize potential
A cademics: enhance developmental opportunities for all
G oals: focus on desired results
L eadership: inspire and lead challenging innovations
E quity: provide a just, impartial, and fair learning environment
S tewardship: manage financial and community partnerships responsibly
Priorities
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Academic Opportunities and Professional Development
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Safety, Security, and a Welcoming Environment
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Enhancing and Utilizing Technology
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Strong Fiscal Policies and Procedures
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Community Service and Partnerships
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Enhancement of Facilities, Structures, and Space
EVW Strategic Initiatives 2020-2025
1. Academic Opportunities and Professional Development
Framework of an Ideal School Includes:
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Challenging curriculum and customized learning that addresses various learning styles
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Appealing teacher/student ratio and class sizes
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Rigorous expectations and experiential learning opportunities
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Specialists in academics, fine-arts, technology, career and technical skills
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Utilize measurements to maximize student achievement
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Highly qualified and trained staff
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Professional Learning Communities (PLC)
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Preparation for diverse populations and needs
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Provides mental health and nursing services
Strategic Goal
Maximize students' academic achievement and the professional growth of each instructor
Implementation Plan
A. Encourage each student and staff member to meet his or her highest potential by focusing on academic standards, individual learning needs, and a range of educational experiences
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Annually, monitor and assess individual growth
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2020 - 2021 Review EVW Explore and Plan data to establish a baseline of college and career readiness benchmarks and identify strengths and weaknesses
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EVW instructors are encouraged to solicit open-ended student feedback for self-reflection and continuous improvement
B. Align the curriculum and instruction in accordance with MDE Standards
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Curriculum document will be available online after completion of step 5 of the cycle
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Annually, modify and update curriculum maps
C. Provide employees with relevant professional development opportunities
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Staff development committee will meet quarterly to monitor Professional Learning Community programs, teacher evaluations, and mentorships and solicit feedback
D. Equip students and staff to become members of the “World’s Best Workforce” (WBW)
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Implement and adhere to the EVW’s Strategic Plan
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Interpret MDE guidelines for WBW
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Create a committee comprised of administrators, educators and local business leaders to implement WBW strategies
2. Safety, Security, and a Welcoming Environment
Framework of an Ideal School Includes:
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Safety and security is practiced and expected
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Respectful and motivated learners who are environmentally responsible
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Students, staff, and guests are at ease
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Inviting and nurturing, welcoming and comfortable
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People are approachable and positive
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A caring atmosphere where students, staff, and community are valued
Strategic Goal
Optimize teaching and learning in a safe environment
Implementation Plan
A. Establish and maintain a culture that promotes and celebrates the value of each student, staff member, and stakeholder of the EVW community
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Promote SOAR tickets, recognition ceremonies, celebrations, and Sunshine committee
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Explore the availability of lyceums and student assemblies to expose students and staff to positive character attributes
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Implement SOAR programming district-wide to promote a safe and welcoming learning environment
B. Utilize security data and discipline reports to maintain emotionally and physically safe learning environments
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Review and utilize security and student data as needed in accordance with district policy and state statute
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Annually, review Minnesota Student Survey and utilize survey results
C. Develop and document crisis management guides
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Annually, review and revise the district crisis manual
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Promote, practice, and enhance evacuation drills
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Continue adherence to local and state requirements for safety and security drills
E. Support successful student transitions to junior high
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Annually, provide experiences and opportunities to model expected behaviors and foster relationships
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2022-2023 Explore potential benefits of implementing a district-wide Positive Behavior Intervention and Support (PBIS) program
3. Enhancing and Utilizing Technology
Framework of an Ideal School Includes:
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Varied devices that are current and affordable
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Opportunities for students and staff to develop skills
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Efficient connections for mobile labs, iPads, TV monitors and announcements
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Keep district stakeholders and community informed of technology status
Strategic Goal
Encourage student and staff utilization of technologies in preparation for the “World’s Best Workforce” expectations
Implementation Plan
A. Create an efficient and user friendly technological environment for parents/guardians, staff, and students to communicate, collaborate, and utilize resources
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Annually, solicit and analyze data collected from stakeholders, and then utilize feedback to maximize efficiencies and resource allocation
B. Foster effective communication through the use of available technologies
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Provide students with developmental opportunities to enhance digital communication using a variety of media formats and evolving technologies
C. Maximize the integration of technology in classroom instruction through staff development
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Annually, Media-Technology Curriculum Committee members will collaborate with district technology staff and staff development committee members
D. Provide employees with relevant professional development opportunities
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Annually, leaders of technology will investigate initiatives aligned with the district’s technology plan and make recommendations for professional development
4. Strong Fiscal Policies, Procedures, and Priorities
Framework of an Ideal School Includes:
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Accountable and responsible spending
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Adequate funding for programs and supplies
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Comply with federal and state mandates
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Reduce costs while maintaining excellence
Strategic Goal
Ensure long-term fiscal responsibility that sustains academic quality and student growth
Implementation Plan
A. Adhere to district policy #714 that provides guidance on district fund balances
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Annually update and review fund balance policy and projections, and prioritize spending with the school board and community stakeholders
B. Evaluate program effectiveness based on return-on-investment and intended outcomes
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Utilize World's Best Workforce stakeholder feedback on programming and experiences
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Annually review cost comparisons and financial reports in community service, activity accounts, food service, and general fund
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Utilize monthly data reports to anticipate and prioritize revenue, review expenditure trends, and analyze projections
C. Develop and utilize a district budgetary calendar to monitor deadlines and compliance
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Utilize monthly administrative meetings to dissect financial reports to determine efficiencies and deficiencies
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Annually meet with the district’s financial advisors to stay abreast of market trends, interest rates, and financial strategies to enhance school-community programming
D. Prioritize district expenditures
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Manageable class size, competitive salaries and benefits, technology, and facilities have been identified as district priorities
5. Community Service and Partnerships
Framework of an Ideal School Includes:
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Displays of student and community pride
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Opportunities and expectations to make individual connections
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Involved and Engaged parents, community members, and volunteers
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Community agencies provide support
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Recognizes alumni successes and support
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EVW serves as a role model school district for Central Minnesota and prepares students for a competitive job market and society
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Collaborate with area districts, charters, and home schools to provide opportunities
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Marketing plan and promotion of the district
Strategic Goal
Engage all stakeholders through effective communication and collaboration to enrich the learning experience
Implementation Plan
A. Develop and support strategies that foster open communication that is relevant, targeted, and transparent to all stakeholders
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Issue weekly updates through newsletters, and utilizing staff and district websites
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Provide parent nights, open house, and back-to-school celebrations
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Market the district through collaboration with Chamber of Commerce/Citizens 4 Progress, local census, and area realtors
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Promote the district through social media, web pages, publications, brochures, and other marketing tools
B. Regularly collect and report stakeholder input for continuous improvement
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Annually collect and disseminate relevant and targeted school data and satisfaction survey results
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Recognize the World's Best Workforce and Strategic Plan as working documents that are visible and referenced often
C. Foster collaborative relationships to reinforce a sense of community and enhance student learning opportunities beyond the classroom
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Promote the Central MN Manufacturing Association, FFA, agriculture projects, targeted services, and work experience programs
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Provide opportunities for individual/group service projects
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Utilize community experts and civic organizations to expand job shadowing opportunities
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Provide a community resource directory
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Continue to provide the EVW Career Fair to students in grades 6-12 every third year
6. Enhancement of Facilities, Structures, and Space
Framework of an Ideal School Includes:
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Buildings and facilities are clean, colorful, and climate controlled for comfort
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Facilities provide adequate lighting and quiet space is respected
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Improved facilities and opportunities for academics, activities, arts, and athletics
Strategic Goal
Provide students, staff, and all stakeholders with facilities that enhance the teaching and learning experience
Implementation Plan
A. Develop a long-term, comprehensive facilities plan that guides and prioritizes building projects, safety, and spending
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Maintain a facilities committee that will collaborate and pool resources to establish facility goals, improvements, and priorities, and then report annual progress
B. Continuously monitor, assess, and improve the physical environment and overall conditions of facilities
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Conduct a biannual student/staff satisfaction survey and implement necessary changes
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Conditions to be reviewed at monthly Board, Administrative, and Cabinet meetings
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Routine walkthroughs of facilities to assess and prioritize facility needs and overall condition
EVW Strategic Plan Brochure
Educating Every Child for the Future
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Educating Every Child for the Future
The Eden Valley-Watkins School District is located 28 miles southwest of St. Cloud, Minnesota. The school has an excellent location because it offers the values of a rural community with all of the amenities of a large town just minutes away. In fact, you can be in a major shopping mall in a matter of 30 minutes.
The EVW School District consists of the three communities of Eden Valley, Watkins, and Manannah, and is located just a few miles south of Hwy. 23. The school district consists of two elementary buildings, one in each of the communities of Eden Valley and Watkins. The secondary facility hosts our 7th – 12th grade student body and is located in Eden Valley.
Our K-12 student enrollment is about 960 students and growing, while our Pre-school program enrolls about 70 more students. We have 68 licensed teachers and 41 classified assistants and paraprofessionals dedicated to providing a quality educational program to our students. Our school boasts of high assessment scores, low teacher-pupil ratios, competitive athletics and fine arts, and having strong community support. We provide an environment where every student feels accepted, secure and successful.
The EVW staff welcomes and encourages parent involvement because we know what a positive impact this will make in a child’s ability to learn.
If you would like to learn more about the Eden Valley-Watkins School District, please contact Joel Baumgarten at (320) 453-2900 ext. 1143.
World's Best Workforce
What is the World's Best Workforce?
Minnesota schools strive to provide the best educational opportunities for all children. The World’s Best Workforce Plan is a long-term strategic plan designed to support and improve teaching and learning. This plan is in compliance with MN Statutes 2013, section 120B.11, and replaces the Annual Report.
The intent of this plan is to align a wide variety of educational initiatives designed to provide the best educational opportunities for all students PreK through high school so that those students are equipped with necessary skills for the 21st century workforce. The Plan is developed with involvement and input from district stakeholders including administrators, Board members, teachers, parents, students, business leaders, and community members.
Students are more likely to succeed if they reach the five cornerstones, which are the backbone of the World's Best Workforce legislation:
WBWF Tabs
Employment Opportunities
IRS Child Tax Credit
ESEA Public Notice
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The Elementary and Secondary Education Act (ESEA) requires local school districts and charter schools as recipients of ESEA Title funds to “display, in a public place, the [fraud prevention] hotline contact information ...” The purpose is “so that any individual who observes, detects, or suspects improper use of taxpayer funds can easily report such improper use.” [ESEA Section 9203] The hotline number is 1-800-MIS-USED (1-800-647-8733).
