Don Fraynd, Chief School Improvement Officer, Chicago Public Schools Presentation
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Transcript of Don Fraynd, Chief School Improvement Officer, Chicago Public Schools Presentation
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Intense Demand for a Scalable Strategy to Change these Distributions Fast
“It takes a score into the Exceeds Standards category in the 8th grade ISAT to have a relatively good shot at scoring well on the ACT in 11th grade.” (CCSR, 2008)
*Current OSI and AUSL students have been excluded from this number. 2
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%05
10152025303540
5 7
35
20 18
6 6 8 4 3 3 2 5 1 1 1 1 0 1 2 2
High Schools by % PSAE Meets/ExceedsThere are 37 ISBE Tier I and 29 ISBE Tier II Schools
% Meets/Exceeds
Scho
ol C
ount
Over 21,000* of our most vulnerable students are in schools where less than 10% of the stu-
dent body meet state standards
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%0
20406080
100120140160
8
61
142
117
79
4623 15 12 9 7 7 2 2 3 3 0 1 2 2 1
Elementary Schools by % ISAT Exceeds
% Exceeds
Scho
ol C
ount
Over 91,000* of our most vulnerable elementary stu-dents fall years behind in basic skills making them un-likely to succeed in high school
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The CPS Office of School Improvement (OSI) & The Academy for Urban School Leadership (AUSL) are Nationally Recognized Pioneers in School TurnaroundWe believe that well-organized and tightly managed schools, strong family and community involvement, highly-skilled and strongly committed educators, and engaged students can overcome poverty-driven deficits.
*Because the conditions in these schools are less severe, certain aspects of the turnaround model are chosen for implementation based on a deep diagnosis of school need.
Approximately 17,000 students are currently
being served in turnaround and restart
schools
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Organizational Structure of the CPS Office of School Improvement
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The Office of School Improvement provides management oversight and support to lead partner organizations and schools utilizing one of the federal reform models – Restart, Transformation and Turnaround.
CPS Office of School ImprovementRequested Positions
Sr. Project Manager (1.0 FTE)*Provide support to oversight of internal and external lead partners.*Provide support for ISBE required reports.
Human Resource Specialist(1.0 FTE)*OSI will support the hiring of all personnel for all schools regardless of lead partner.*Support cultivation of candidate pipelines, build & support hiring process for all SIG personnel.
Data Analyst (1.0 FTE)*Support performance evaluation of lead partners and schools.
Knowledge Management Specialist(1.0 FTE)*Support the creation of program and system implementation manuals to support implementation of the CPS Whole School Improvement Model to scale.
Project Management Support Specialist (1.0 FTE)*Provide project and clerical support to support oversight of internal and external lead partners.
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Organizational Structure of the CPS Office of Transformation Support
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CPS has been approved by ISBE manage two “internal” lead partners to support school reform efforts:
*The CPS Office of School Turnaround*The CPS Office of Transformation Support
CPS Office of Transformation Support (Lead Partner)
Requested Positions
Director OTS (1.0 FTE)*Lead School Improvement Plan implementation in collaboration with School Improvement Team*Manage efforts of external vender partners working under the SIP*Manage project risks.
Sr. Project Manager (1.0 FTE)*Support the Director to drive the execution of School Improvement Project Plans.*Support the Director to manage project risks.
Sr. Teaching & Learning Specialist (1.0 FTE)*Support and train building level coaches to focus teachers on the Common Core Standards through development of curriculum standards and assessments using Backward Design.
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Organizational Structure of the CPS Office of School Turnaround
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CPS has been approved by ISBE manage two “internal” lead partners to support school reform efforts:
*The CPS Office of School Turnaround*The CPS Office of Transformation Support
The Office of School Turnaround has adsorbed the loss of several positions through recent budget reductions.
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The Office of School Improvement Will Closely Monitor Projects Through Weekly Project Management Meetings
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The Office of School Improvement Will Closely Evaluate Projects & Lead Partners Through Performance Reviews Every Three Weeks
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