Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Organizing the Central Office

699 views

Published on

Published in: Education
  • Be the first to comment

  • Be the first to like this

Organizing the Central Office

  1. 1. Organizing the Central Office to Support Systemic ChangeRethinking Resourcesfor Student Success October 14, 2011
  2. 2. Organizing the Central Office to SupportSystemic Change  Laura Mitchell Deputy Superintendent Cincinnati Public Schools  Don Fraynd Chief School Improvement Officer Chicago Public Schools  Tanya Carter Deputy Executive Director Denver Public Schools  Frank Barnes Chief Accountability Officer Cincinnati Public SchoolsEducation Resource Strategies 2
  3. 3. Four different approaches to Turnaround District Approach Description Cincinnati “Single Intensively train school leaders and standard” provide them with a comprehensive, standardized, supported model Chicago “Dual Manage 1/3 of schools, outsource others standard” to AUSL. Comprehensive, standardized, supported model customized based on results and close collaboration Denver “Blueprint” Define key tenets of school success, then support individual schools intensively in achieving those tenets through their own design Boston “Portfolio” Collaborate with schools and outside providers on intervention strategies within framework, adapt to fit school needsEducation Resource Strategies 3
  4. 4. Strategic Turnaround interventions andinvestments School level – Strong leaders – Effective teaching – Individual attention and time for accelerated learning – Productive school culture – Health, social and emotional support System level – Support and accountability – District removal of barriers to effective turnaroundEducation Resource Strategies 4
  5. 5. What does this mean for the Central Office? Define the model – School level factors – Central organization Support and accountability – Resources – talent, time and money – Training/coaching – Partners – Define goals and monitor progress Integrate with district-wide improvement strategyEducation Resource Strategies 5
  6. 6. Organizing the Central Office to SupportSystemic Change  Laura Mitchell Deputy Superintendent Cincinnati Public Schools  Don Fraynd Chief School Improvement Officer Chicago Public Schools  Tanya Carter Deputy Executive Director Denver Public Schools  Frank Barnes Chief Accountability Officer Cincinnati Public SchoolsEducation Resource Strategies 6

×