Framework 220 Strategic Plan

Barrington 220 Strategic Plan

“ Empower personal excellence in every learner.”

BOARD OF EDUCATION

Sandra Ficke-Bradford, President

Dr. Barry Altshuler, Vice President

Katie Karam, Secretary

Erin Chan Ding, Member

Diana Clopton, Member

Leah Collister-Lazzari, Member

Steve Wang, Member

SUPERINTENDENT OF SCHOOLS

Dr. Craig Winkelman

ABOUT FRAMEWORK 220

The Framework 220 strategic planning process began during the 2021-22 school year when more than 4,000 district stakeholders helped to create a mission, core beliefs, learner profile, and six strategic priorities for the Barrington 220 School District.

During the 2022-23 school year, district leaders worked with staff to establish measurable objectives under each of the six priorities, and engaged in gathering community feedback about each priority.

At the June 6, 2023, Barrington 220 Board of Education meeting, the Board approved the district’s strategic plan, which will guide the district’s work over the next few years.

CORE BELIEFS

We believe it is essential for Barrington 220 to:

• Create learning environments where all feel physically and emotionally safe.

• Cultivate and maintain strong partnerships and communication between school, parents/ guardians, and community.

• Develop character by encouraging a learning process for understanding, caring about, and acting on core ethical values.

• Empower students to own their learning.

• Engage with multiple perspectives to develop global awareness.

• Foster a sense of belonging and ensure that all feel valued and respected.

• Grow students’ leadership capacity so they can positively impact an ever-changing world.

• Provide a strong academic foundation and a variety of curricular and co-curricular programs.

• Respect and appreciate diversity.

• Value social and emotional health and wellness for students at all ages.

A Barrington 220 Learner...

Engages in a process of producing new and unique ideas, making connections among them, and understands the value of taking risks.

Exchanges ideas and information while listening thoughtfully for the purpose of achieving understanding.

COMMUNICATES EFFECTIVELY

Identifies and seeks support when needed for self and others. Seeks to understand, be sensitive to, and elevate others diverse perspectives to ensure everyone has equitable access for success.

Works productively and meaningfully with others for a shared purpose.

Understands logic and reasoning to analyze and create solutions while considering multiple perspectives.

RIGOROUS ACADEMICS

FRAMEWOR K 220

COLLABORATES

Demonstrates commitment and perseverance through practicing leadership, service, personal responsibility, accountability, and goal setting.

LEARNER PROFILE

STRATEGIC PRIORITIES

PERSONALIZED LEARNING

Empower students to take ownership of their learning by building meaningful and challenging experiences. Focus on learning acceleration to foster strong academic and personal success skills. Ensure experiences are relevant to student interests, passions, strengths, skills, and abilities.

PRIORITY LEAD: Dr. Melissa Byrne, Assistant Superintendent for Teaching & Learning

PERSONALIZED LEARNING OBJECTIVES

1 Learner Agency & Pathways

Create opportunities and experiences for all learners to pursue individualized pathways to explore their interests and passions; provide well-rounded educational opportunities to develop skills that increase student agency, preparing them to make future career, college, and life decisions.

2 Academic & Personal Success Skills

Continue the development and implementation of academic and personal success skills as it relates to learning progressions, rubrics, and learning experiences. Work will honor learner choices, interests, and passions.

3 Flexible Learning

Research best practices in flexible learning and formulate recommendations as they relate to the use of time, space, pace, and path at all levels, from pre-school through post-graduation transition.

4 Individualized Pathways

Implement professional learning opportunities for staff, in order to gain a broader understanding of structures and teaching practices that allow for students to explore individualized educational pathways and empower their own learning.

5 Early Childhood & Kindergarten Opportunities

Consider the addition of an increase in early childhood education opportunities for district students, including but not limited to implementing a full-day kindergarten program, while addressing cost implications through careful staffing and facility utilization planning.

Personalized Learning Planning Team

Jordan Anderson, Director of Learning Services

Mitch Beck, BHS English Department Chair

Dr. Melissa Byrne, Assistant Superintendent for Teaching & Learning

Dr. Josh Carpenter, Assistant Superintendent of Schools

Zach Ernst, Director of School Improvement

Dr. Matt Fuller, Assistant Superintendent for Technology & Innovation

Dr. Becky Gill, Director of Elementary Curriculum & Instruction

Kelly Hansen, Director of Secondary Curriculum & Instruction

Travis Lobbins, Principal, BMS Prairie Campus

Steve McWilliams, BHS Principal

Jennifer Robinson, BHS Assistant Principal

Stephanie Spiewak, BHS Assistant Principal/Coordinator of Secondary Counseling

INCLUSIVE EDUCATION

Embrace and celebrate diversity. Recruit, hire, and maintain a diverse, high-quality staff. Refine and build educational systems from pre-kindergarten through post-high school transition that serve the breadth and depth of our student community. Ensure all learners have equitable access to high-quality education to achieve their potential.

PRIORITY LEAD: Teresa Reiche, Assistant Superintendent for Human Resources

INCLUSIVE EDUCATION OBJECTIVES

1 Accessibility

Provide all students access to academic and co-curricular programs and experiences pre-kindergarten through post-high school transition while reviewing barriers to participation; allow students personal choice in their involvement in extracurricular activities.

2 Embracing Diversity

Develop a process to gather input from stakeholders of diverse backgrounds. Using a lens of equity, incorporate input into the development and review of district practices and programs.

3 Hiring Practices

Develop an ongoing process to recruit, hire, and retain a more diverse staff that mirrors our student demographics; develop partnerships with colleges and universities to incorporate a ‘Grow-Your-Own’ program.

4 Professional Development

Continue the development and implementation of a plan for large-scale professional development for all stakeholder groups focused on inclusive education and culturally responsive teaching practices (e.g., revised Charlotte Danielson Framework for Teaching).

Inclusive Education Planning Team

Ann Cygnar, Director of Elementary Students Services

Lizzeth Fausto, Principal, Sunny Hill Elementary

Chelsea Hedges, Director of Human Resources

Dr. Peg Lasiewicki, Assistant Superintendent for Student Services & Support

Kat Romero, Director of Secondary Student Services

Teresa Reiche, Assistant Superintendent for Human Resources

Nate Rouse, Director of Diversity, Equity & Inclusion

Ryan Rubenstein, BHS Athletic Director

Heather Schumacher, Principal, Barbara B. Rose Elementary

Brigid Tileston, Director of Fine, Visual & Performing Arts

Becky Wiegel, Director of Grants, Language Programs & Family Engagement

COMMUNITY PARTNERSHIPS & COMMUNICATION

Cultivate and maintain strong partnerships among the school district, parents/guardians, and community stakeholders through connection, collaboration, and transparent communication.

PRIORITY LEAD: Samantha Scheinman, Director of Communications

COMMUNITY PARTNERSHIPS & COMMUNICATION OBJECTIVES

1 External Communication

Develop a systematic approach to provide the community with communication that promotes transparency, unity, and positive brand identity; identify a system to monitor and analyze how communications are being delivered and received throughout the district, including external analytics.

2 Internal Communication

Develop a systematic approach to ensuring the creation of clear systems and expectations for all forms of internal communication, so district employees are informed of district decisions and initiatives, and are empowered to confidently share this information.

3 Community Partnerships

Identify, develop, and expand community partnerships to build greater connections and stronger collaborations that align with and support strategic priorities; include opportunities for the staff and students to give back to the community through engaging in service.

4 Support Strategic Priorities

Develop processes and procedures for broadcasting the progress of Framework 220 and deliver internal/ external communication for all priorities and objectives.

Community Partnerships & Communication Planning Team

Jim Aalfs, Principal, BMS Station Campus

Kate Himes, Communications Manager, Village of Barrington

Ken Hoving, BHS Student Services & Support Department Chair

Dr. Craig Winkelman, Superintendent of Schools

Dr. Ken Hyllberg, Principal, Arnett C. Lines Elementary

Kyle Kick, Executive Director, BStrong Together

Kerri McCastland, Executive Director of Instructional Programs & Future Readiness

John Roncone, BHS Social Studies Department Chair

Samantha Scheinman, Director of Communications

Dr. Lisa West, Principal, North Barrington Elementary

FUTURE READINESS

Engage students in innovative, real-world learning experiences that are not confined by time or location in order to develop global awareness and prepare them for any post-secondary path.

PRIORITY LEAD: Dr. Matt Fuller, Assistant Superintendent for Technology & Innovation

FUTURE READINESS OBJECTIVES

1 Authentic Learning

Create and expand authentic learning opportunities for all learners to provide innovative and real-world learning experiences through initiatives that promote career readiness, career exploration, problem-based learning, and experiential learning.

2 Global Awareness

Design opportunities for students to develop global awareness, cultural competence, cultural appreciation, understanding of world issues, and global citizenship through experiences (e.g., travel or exchange programs, overseas placements, language instruction, and intercultural activities) so that all learners can interact effectively with the world.

3 Career Pathways

Evaluate, build, and implement career pathways that include work-based learning opportunities based on student interest, labor market data, and local industry support in order to prepare all learners for an everchanging world.

4 Life-Skill Development

Develop and implement life-skill learning opportunities (e.g., communication, financial literacy, nutrition, stress management, self-care, cooking, continued education, and executive functioning skills) to continue developing well-rounded students.

Future Readiness Planning Team

Dr. Melissa Byrne, Assistant Superintendent for Teaching & Learning

Dr. Matt Fuller, Assistant Superintendent for Technology & Innovation

Dr. Becky Gill, Director of Elementary Curriculum & Instruction

Ty Gorman, Director of Innovation

Kelly Hansen, Director of Secondary Curriculum & Instruction

Katie Matthews, Principal, Grove Avenue Elementary

Kerri McCastland, Executive Director of Instructional Programs & Future Readiness

Steve McWilliams, BHS Principal

Dr. Kathryn Wolfkiel, BHS World Language Department Chair

HEALTH & WELL-BEING

Foster a safe, secure, and supportive environment while promoting and creating conditions for balance in support of personal wellness and mental health.

PRIORITY LEAD: Dr. Peg Lasiewicki, Assistant Superintendent for Student Services & Support

HEALTH & WELL-BEING OBJECTIVES

1 Safe Environment

Facilitate the growth and promotion of our district’s culture that embraces physical and emotional safety for all stakeholders, allowing for an environment of open communication and healthy risk-taking.

2 Grade-level & Program Transitions

Design a system for early childhood through post-high school transitions that supports students as they develop the capacity to form relationships and have a sense of belonging in all settings, with an emphasis on new environments.

3 Social-Emotional Learning

Embed social-emotional learning (SEL) standards into daily instruction and include the development and use of common language. Ensure multi-tiered systems of support (MTSS) processes are in place to understand the need for balance between school, home, and life for all staff and students.

4 Social Media Awareness

Identify and implement a district-wide process to address the use of social media in a healthy, safe manner; include opportunities for students and staff to gain a deep understanding of how social media sites and apps can affect multiple aspects of student and staff life both in and out of the school environment.

5 Staff Wellness

Foster, expand, and promote initiatives related to the physical, mental, emotional, and social well-being among staff members (e.g., nutrition education, stress management strategies, physical activity resources, and access to mental health services).

Health & Well-Being Planning Team

Michelle Acosta, Principal, Early Learning Center

Jordan Anderson, Director of Learning Services

Babbi Barreiro, BHS Life Skills Department Chair

Ann Cygnar, Director of Elementary Student Services

Chelsea Hedges, Director of Human Resources

Lori Hermann, BHS Assistant Principal

Bridget Heroff, Nursing Coordinator

Austin Johnson, Director of Safety & Security

Paul Kirk, Principal, Roslyn Road Elementary

Dr. Peg Lasiewicki, Assistant Superintendent for Student Services & Support

Kat Romero, Director of Secondary Student Services

Brigid Tileston, Director of Fine, Visual & Performing Arts

STEWARDSHIP

Continue to be good stewards of resources by maintaining fiscal responsibility and promoting ecological sustainability. Care for, protect, and respect a physical environment that inspires learning and connects the school with the community.

PRIORITY LEAD: Dr. David Bein, Assistant Superintendent for Business Services/CSBO

STEWARDSHIP OBJECTIVES

1 Financial Stability

Provide a framework for financial stability to ensure appropriate resources are available for long-term support of the district’s mission and strategic priorities.

2 Infrastructure/Facilities

In alignment with other strategic priorities, maintain, and develop facilities/infrastructure for present and future needs to empower learning.

3 Environmental Sustainability

Develop and implement the district’s plan for sustainability to be good stewards of environmental resources, including sustainable activities.

4 Programmatic Assessment & Evaluation

Develop a district-wide process/timeline to support the ongoing review of programs, operations, and the use of state/federal grants, with a focus on financial stability, alignment with strategic priorities, communication, and transparency.

5 Fine Arts Center

Create a plan for improving the high school’s fine, visual, and performing arts facilities. Develop options for the Board of Education to fund the implementation.

6 Safety Resources

Continue to allocate resources to support a comprehensive safety program. Create an evaluation process to ensure the program’s effectiveness.

Stewardship Planning Team

Julie Baylor, BHS Science Department Chair

Dr. David Bein, Assistant Superintendent for Business Services/CSBO

David Gonzalez, Director of Operations

Dr. Micah Korb, Principal, Countryside Elementary

Sarah Lager, Director of Fiscal Services & Asset Management

Teresa Reiche, Assistant Superintendent for Human Resources

Kerri McCastland, Executive Director of Instructional Programs & Future Readiness

Chris Rohde, BHS Mathematics Department Chair

Nate Rouse, Director of Diversity, Equity & Inclusion

Nichole Satera, Director of Facilities

Russ Vander Mey, Director of Technology Services

Becky Wiegel, Director of Grants, Language Programs, & Family Engagement