Don Fraynd, Chief School Improvement Officer, Chicago Public Schools Presentation
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Don Fraynd, Chief School Improvement Officer, Chicago Public Schools Presentation Presentation Transcript

  • 1. Dr. Donald FrayndChief School Improvement Officer 773-841-0976 djfraynd@cps.edu cpsturnaround.org
  • 2. Intense Demand for a Scalable Strategy to Change these Distributions Fast High Schools by % PSAE Meets/Exceeds There are 37 ISBE Tier I and 29 ISBE Tier II Schools 40 Over 21,000* of our most vulnerable students are 35 30 35 in schools where less than 10% of the student School Count 25 body meet state standards 20 15 20 18 10 5 7 8 5 6 6 4 3 3 5 0 2 1 1 1 1 0 1 2 2 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% % Meets/Exceeds Elementary Schools by % ISAT Exceeds 160 140 120 Over 91,000* of our most vulnerable elementary 142 School Count 100 students fall years behind in basic skills making them 80 117 unlikely to succeed in high school 60 79 40 61 46 20 8 23 15 12 9 0 7 7 2 2 3 3 0 1 2 2 1 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% % Exceeds “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
  • 3. The CPS Office of School Improvement (OSI) & The Academy for Urban SchoolLeadership (AUSL) are Nationally Recognized Pioneers in School TurnaroundWe believe that well-organized and tightly managed schools, strong family and communityinvolvement, highly-skilled and strongly committed educators, and engaged students can overcomepoverty-driven deficits. Approximately 17,000 students are currently being served inturnaround and restart schools *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. 3
  • 4. Organizational Structure of the CPS Office of School Improvement CPS Office of School Improvement Requested 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. 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. 4
  • 5. Organizational Structure of the CPS Office of Transformation Support 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. 5
  • 6. Organizational Structure of the CPS Office of School Turnaround 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. 6
  • 7. The Office of School Improvement Will Closely Monitor Projects Through Weekly Project Management Meetings 7
  • 8. The Office of School Improvement Will Closely Evaluate Projects & Lead Partners Through Performance Reviews Every Three Weeks 8