System leaders partner with external organizations to re-envision central office support for a system of schools¶

Strategy · All strategies
Evidence · no claims cited

Description¶

This strategy calls on district system leaders to embrace partnerships with local supporting organizations and jointly rethink the role of the central office. The overview reports that "system leaders took an innovative turn in embracing partnerships with these organizations as they re-envisioned together how a central office might better support a system of schools." It is presented as a distinctive move in Chicago's improvement story, shifting the central office from direct control toward enabling support mediated by partner organizations.

Design Implications¶

Context¶

Requirements¶

• Local organizations with capacity to support educational improvement, such as colleges of education, available as partners

Constraints¶

• Described in the context of Chicago's system-level reform rather than as a tested intervention

Target Learners¶

• district system leaders
• school leaders
• teachers

Target Learning Goals¶

• strengthening preparation and support of teachers and school leaders
• system-level organizational improvement

Related Strategies¶

Examples¶

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Key Sources¶

• How a City Learned to Improve its Schools. (1987). Harvard Education Publishing Group. https://www.hepg.org