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
THINKS CRITICALLY & SOLVES PROBLEMS
Understands logic and reasoning to analyze and create solutions while considering multiple perspectives.
CREATES
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.
PRACTICES ADVOCACY & EMPATHY
Works productively and meaningfully with others for a shared purpose.
RIGOROUS ACADEMICS
FRAMEWOR K 220
COLLABORATES
EXHIBITS
INITIATIVE & SELF DRIVE
Demonstrates commitment and perseverance through practicing leadership, service, personal responsibility, accountability, and goal setting.
LEARNER PROFILE
STRATEGIC PRIORITIES
FOCUS OBJECTIVES TIMELINE
2023-2024 & 2024-2025
The Framework 220 plan consists of 28 objective areas under the strategic priorities. Starting with the 2023-24 school year, the district began focusing on a specific set of objectives. To view the detailed progress of each objective, visit our Framework 220 dashboard at www.barrington220.org/framework220.
FUTURE READINESS Authentic Learning
Global Awareness
Career Pathways
HEALTH & WELL-BEING
Grade Level & Program Transitions
Social Emotional Learning
Social Media Awareness & Digital Citizenship
COMMUNITY External Communication
PARTNERSHIPS Internal Communication & COMMUNICATION
Support Strategic Priorities
PERSONALIZED Learner Agency LEARNING Flexible Learning
Early Childhood & Kindergarten Opportunities
INCLUSIVE EDUCATION Hiring Practices
Professional Development
STEWARDSHIP
Infrastructure/Facilities
Fine Arts Center
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.
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: Dr. Celestina Rivera, 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).
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.
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.
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 & Digital Citizenship
Identify and implement a district-wide process to address the use of social media and digital citizenship in a healthy, safe manner; include opportunities for students and staff to gain a deep understanding of how social media sites and apps and digital citizenship 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).
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: Sarah Lager, Assistant Superintendent for Business Services/CSBO
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.
