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It details the shift from crisis management to institutional transformation, including establishing a CEdO entry plan, negotiating authority, and forming capable teams. 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Public Schools under the Leadership of Dr . Janice K. Jackson  \nSamuel P. Whalen  \nDecember 15, 2020  \nTABLE OF CONTENTS  \nTable of Contents 1.  \nTable of Exhibits 3.  \nAbbreviations and Acronymns 5.  \nAcknowledgements 7.  \nIntroduction 8.  \nComplexity, Coherence, and Adaptivity in Large District Leadership 11.  \nSetting Foundational Direction. 12.  \nConverging on the Core Technology of Instruction 12.  \nCoherence as a Dynamic Process and Practice 13.  \nLearning to Improve and the Practice of Coherence-Making. 13.  \nAdaptive Leadership and Coherence within Complexity 14.  \nThe CEdO Period: From Crisis Management to a Foundation for District Coherence 15.  \nCoherence as a Response to Institutional Crisis: Reasserting the CEdO Role 16.  \nDeveloping a CEdO Entry Plan. 17.  \nManaging Up: Negotiating a Scope of Authority 18.  \nEstablishing a Capable CEdO Team. 19.  \nEnlisting Central Office Leaders: Reframing “the Re-Org” as Coherence-Making 19.  \nReshaping School Communications. 20.  \nBuilding a Learning Agenda for Academic Coherence from the CEdO Platform 21.  \nActive Listening with Teachers and School Administrators 21.  \nConcerted Outreach and Engagement with School Principals 22.  \nPerformance Management Phase I: Pivoting PM toward Continuous Strategic Improvement. 24. Visioning as a Leadership Process: Consultation, Codification & Enculturation. 28.  \nCultivating Reciprocal Accountability Among Senior Central Office Leaders 31.  \nPerformance Management Phase II: Building an Infrastructure for Continuous Improvement 32. Building Instructional Coherence at the Middle Level of School Supervision 36.  \nTransforming Central Office Practices UIC Center for Urban Education Leadership 1  \nSummarizing the CEdO Period – Founding an Institutional Transformation 41.  \nThe Transition to CEO: Scaling Continuous Improvement Across the Organization 43.  \nEngaging Strategically and Tactically 43.  \nEstablishing a Cadence of Leadership Development: Structures, Routines & Expert Help 46.  \nAdvancing the Organization’s “North Stars”: Continuous Improvement, Customer Service, and  \nEquity 49.  \nContinuous Improvement (CI) 50.  \nCustomer Service 55.  \nBringing Equity to the Forefront of District Vision 57.  \nEnacting Convergence: Vision Collaboratives and the Curriculum Equity Initiative (CEI) 62.  \nVision Collaboratives 62.  \nThe Curriculum Equity Initiative 64.  \nWhat Have We Learned? Reprising our Research Questions 67.  \nConclusion 83.  \nReferences 85.  \nTransforming Central Office Practices UIC Center for Urban Education Leadership 2  \nTable of Exhibits  \n\n| Page | Exhibit | Brief Description |\n| --- | --- | --- |\n| 17 | Exhibit 1 | Chief Education Officer (CEdO) Proposed Entry Plan, Summer 2015 |\n| 26 | Exhibit 2 | OCLG Collaboration Continuum; CPS PM Training Module 1_July 2018 |\n| 26 | Exhibit 3 | CPS Performance Management Presentation-March 2016 |\n| 26 | Exhibit 4 | CPS PM Department Strategic Plan – SY 2016 Template |\n| 29 | Exhibit 5 | CPS “Success Starts Here” Three-Year Vision (7 Page Version) |\n| 29 | Exhibit 6 | CPS “Success Starts Here” Three-Year Vision (Full Version; April 2017) |\n| 33 | Exhibit 7 | Data Inquiry Root Cause Analysis Template, Summer 2016 |\n| 34 | Exhibit 8 | CPS PM Department Strategic Plan – Template v2, Fall 2016 |\n| 36 | Exhibit 9 | CPS/CEdO Performance Management Report Spring 2017 |\n| 38 | Exhibit 10 | Office of Network Support PM Strategic Plan, Spring 2016 |\n| 38 | Exhibit 11 | CPS/CEdO High School Strategy Overview, June 2016 |\n| 39 | Exhibit 12 | CPS/CEdO Instructional Core Walk Protocol, Fall 2017 |\n| 39 | Exhibit 13 | CPS Instructional Core Walk CEdO Feedback, Fall 2017 |\n| 40 | Exhibit 14 | Office of Network Support Strategic Plan, Spring 2017 |\n| 40 | Exhibit 15 | Office of Network Support Strategic Plan May 2018 |\n| 41 | Exhibit 16 | Network Chief Deputy Panel Interview Round 1 Protocol |\n| 41 | Exhibit ","cbCaikSlrJWp0bkz","https://ap.wps.com/l/cbCaikSlrJWp0bkz","pdf",2038791,91,"English","# Table of Contents\n## Table of Exhibits\n## Abbreviations and Acronyms\n## Acknowledgements\n## Introduction\n## Complexity, Coherence, and Adaptivity in Large District Leadership\n## The CEdO Period: From Crisis Management to a Foundation for District Coherence\n## Performance Management Phase I\n## Performance Management Phase II\n## Summarizing the CEdO Period – Founding an Institutional Transformation\n## Conclusion\n## References","[{\"question\":\"What is the central focus of the report?\",\"answer\":\"The report focuses on transforming central office practices to advance equity, strengthen coherence, and enable continuous improvement within Chicago Public Schools.\"},{\"question\":\"How does leadership evolve during the CEdO period?\",\"answer\":\"It moves from crisis management toward building a district foundation for coherence, supported by entry planning, authority scope negotiation, and developing a capable CEdO team.\"},{\"question\":\"What role do performance management and learning play?\",\"answer\":\"Performance management is developed in two phases to support continuous strategic improvement, while learning agendas and instructional coherence practices connect leadership efforts to daily instructional work.\"}]","Transforming Central Office Practices for Equity, Coherence, and Continuous Improvement - Chicago Public Schools under the Leadership of Dr. Janice K. Jackson | PDF",1792044516,229]