Sandra Ficke-Bradford: 2025 candidate for Barrington Unit District 220 board

Bio

Office sought: Barrington Unit District 220 board (Vote for 4)

City: Barrington

Age: 57

Occupation: Director of product management

Previous offices held: Barrington Unit District 220 board member since 2009

Why are you running for this office? Is there a particular issue that motivates you?

I am seeking the opportunity to continue as a District 220 board member so that I can help implement significant projects, such as the new community auditorium and Framework 220, our comprehensive strategic plan.

Framework 220, which includes six measurable priorities derived from stakeholder input, will guide the district’s work over the next few years. As board president, I have worked hard to build stronger relationships with the other board members, and I am proud of what we have accomplished in recent years, including free full-day kindergarten and a very successful Kindergarten Lab Program at Barrington High School, which is the first of its kind in the country.

I am confident that my leadership has encouraged transparency and collaboration among members of the board and the community. If reelected, I am committed to providing continuity and historical insight to ensure that the board remains effective, productive, and fiscally responsible.

What is the role of the school board in setting and monitoring the curriculum?

The board has two primary roles as it relates to the district curriculum. The first role of the board is to approve the core curriculum each year per current board policy. The second role is to hire and collaborate with the superintendent, who shares the goal of empowering personal excellence in every learner.

In 2023, the board and administration developed Framework 220, a comprehensive strategic plan for the district. All curriculum decisions focus on the learner profile created in Framework 220, which is centered around rigorous academics while also addressing creativity, practicing advocacy and empathy, collaboration, initiative and self-drive, critical thinking and problem-solving, and effective communication.

During my tenure on the board, we have also established a seven-year rigorous curriculum review cycle incorporating time for research and study, planning, implementation, and refinement centered on students. The cycle includes a review of literacy, math, science, and social studies as well as non-core academics such as Social Emotional Learning (SEL).

Are there curriculum issues within the district that you feel need particular attention from the board?

While I believe there is always room for improvement, District 220 is at the forefront of innovative curricula. The Business Incubator program, which was developed in cooperation with the Barrington 220 Educational Foundation as well as BHS-TV are examples that set Barrington apart from other districts.

Additionally, Blended Learning and Career Technical Education are more recent areas that have been enhanced.

The GEM (Grow, Excel, Magnify) Program offers high school students the opportunity to deepen their learning across multiple subjects, such as math and social studies.

The Transition Program offers increased opportunities for vocational and daily living skills for our young adult learners. Student Services is also considering several changes to better meet the individual needs of our students through special education and related services. If reelected, I would continue to champion such innovative programs that make Barrington a destination school district.

How do you view your role in confronting policy or curriculum controversies: provide leadership even if unpopular, give a voice to constituents — even ones with whom you disagree, or defer to state authorities?

I believe that engaging the community, educators, and students is key to developing successful district strategies and programs. The more educated all stakeholders are on a given issue, the better the results, particularly for difficult decisions where there are diverse viewpoints.

For that reason, I believe it is imperative that for every change in district policy that we gather the necessary data and input while also considering state and local mandates. The board then reviews each policy to meet the best interests of the district and our learners while ensuring that we have considered all perspectives.

Currently, the board schedules one meeting for review and discussion of policy changes and a subsequent meeting to vote to ensure time for input before adoption. During my six-year tenure on the policy committee, I reviewed every district policy as we migrated to a new system to manage district policy and improve transparency for students, staff, and community members.

If reelected, I can provide invaluable context while also prioritizing transparency, community engagement, and expert consultation prior to adopting new district policies.

Describe your experience working in a group setting to determine policy. What is your style in such a setting to reach an agreement and manage school district policy? Explain how you think that will be effective in producing effective actions and decisions for your school board.

I believe that I have a proven track record of working collaboratively in a team setting. As board president for the last four years, I have focused on building strong relationships with the board and the community.

Every board member brings a wealth of experience, commitment, and varied perspectives. I value and respect every board member’s opinion and encourage free and unfiltered discourse so that we can fulfill our obligations and consider every option before collectively arriving at the best decision.

I will continue to encourage organizing community input groups to engage ways to implement initiatives. In the past, such groups have influenced board decisions relating to strategic planning, redistricting boundaries, modifying start times, and changing the school calendar.

Most recently, the district engaged over 60 community members, accessibility experts, and others to develop a comprehensive plan for fine arts and science classrooms, a new community auditorium and improved security across all schools.

If reelected, I will continue to prioritize a collaborative board environment as well as community engagement to ensure that board decisions align with community values.

What is your assessment of the school district's diversity and equity efforts? Do you support the continuation or enhancement of such programs, of would you rather see them diminished. Please explain your reasoning.

I fully support the district’s strategic plan, which contains an Inclusive Learning objective designed to cultivate and embrace diversity of all types. After we moved to Barrington, we enrolled our children in the Spanish dual language program, where they learned to speak another language and respect cultural differences.

I believe that the language immersion programs we offer make Barrington a highly sought-after school district. That being said, diversity and equity efforts are not limited to cultural programs. They also focus on empowering neurodivergent students and students with physical challenges, for example.

No matter what makes a student unique, I believe that every learner in Barrington deserves to be given a chance to succeed, to transition well across schools and to be treated fairly and with respect. As a result, I will support programs designed to ensure that all students have equal access to district facilities and programs and have ample opportunities to excel.

What makes you the best candidate for the job?

As a board member, I have built a deep connection to both the schools and the community and established myself as impartial, nonpartisan, trustworthy, and transparent. I believe that I have made and, if reelected, will continue to make a positive impact on our district. I feel a responsibility to continue the important work of the District 220 board, and I am committed to making decisions that are in the best interest of the students, staff, and community

With many years of experience, I have developed expertise in compromise and collaboration, which makes me extremely effective at considering diverse viewpoints while working toward a common goal. I guided the district through some of its most challenging periods.

Finally, I believe I have fresh ideas and creative ways to implement our strategic plan that will not only optimize our resources but will also greatly benefit our district. If reelected, I would utilize my vast knowledge of board policy to provide valuable historical context and to ensure continuity on the board.

Without a steep learning curve, the board can then continue making unhindered progress toward implementing the projects approved in the referendum and Framework 220.

What’s one good idea you have to better your district that no one is talking about yet?

With the recent referendums supported by the community, I would like the District 220 board to consider bringing back adult learning opportunities as part of the Community Partnership objective of Framework 220.

For example, community members could share their expertise with others by providing a cooking class on ethnic cuisine, improv comedy, foreign language learning, or painting.

Whether a community member has children in the district or not, I believe that adult learning programs could provide an opportunity for adults to become more engaged in the district and to realize the value of their tax dollars in a more direct and tangible way. The benefits of a dynamic and strong school district should not be limited to those who have children in school. I believe we should make our district a place of growth and opportunity for everyone in the community.