1. Dr. Donald Fraynd
Chief 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 School
Leadership (AUSL) are Nationally Recognized Pioneers in School Turnaround
We 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.
Approximately 17,000
students are currently
being served in
turnaround 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.
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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.
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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.
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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.
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7. The Office of School Improvement Will Closely Monitor Projects Through Weekly
Project Management Meetings
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8. The Office of School Improvement Will Closely Evaluate Projects & Lead Partners
Through Performance Reviews Every Three Weeks
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