[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-0-en-105":3,"doc-seo-582794-105":59,"doc-detail-582794-en":130},{"code":4,"msg":5,"data":6},0,"success",[7,13,18,23,28,33,38,43,48,51,55],{"id":8,"doc_module":4,"doc_module_name":9,"category_name":10,"show_sort_weight":11,"slug":12},1,"Document","Story & Novel",90,"story-novel",{"id":14,"doc_module":4,"doc_module_name":9,"category_name":15,"show_sort_weight":16,"slug":17},2,"Literature",80,"literature",{"id":19,"doc_module":4,"doc_module_name":9,"category_name":20,"show_sort_weight":21,"slug":22},4,"Exam",70,"exam",{"id":24,"doc_module":4,"doc_module_name":9,"category_name":25,"show_sort_weight":26,"slug":27},5,"Comic",60,"comic",{"id":29,"doc_module":4,"doc_module_name":9,"category_name":30,"show_sort_weight":31,"slug":32},6,"Technology",50,"technology",{"id":34,"doc_module":4,"doc_module_name":9,"category_name":35,"show_sort_weight":36,"slug":37},7,"Healthcare",40,"healthcare",{"id":39,"doc_module":4,"doc_module_name":9,"category_name":40,"show_sort_weight":41,"slug":42},8,"Research & Report",30,"research-report",{"id":44,"doc_module":4,"doc_module_name":9,"category_name":45,"show_sort_weight":46,"slug":47},9,"Religion & Spirituality",20,"religion-spirituality",{"id":46,"doc_module":4,"doc_module_name":9,"category_name":49,"show_sort_weight":46,"slug":50},"World Cup","world-cup",{"id":52,"doc_module":4,"doc_module_name":9,"category_name":53,"show_sort_weight":52,"slug":54},10,"Lifestyle","lifestyle",{"id":56,"doc_module":4,"doc_module_name":9,"category_name":57,"show_sort_weight":24,"slug":58},19,"General","general",{"code":4,"msg":60,"data":61},"ok",{"site_id":62,"language":63,"slug":64,"title":65,"keywords":66,"description":67,"schema_data":68,"social_meta":123,"head_meta":125,"extra_data":127,"updated_unix":129},105,"en","transforming-central-office-practices-for-equity-coherence-and-continuous-improvement-chicago-public-schools-under-the-leadership-of-dr-janice-k-jackson","Transforming Central Office Practices for Equity, Coherence, and Continuous Improvement - Chicago Public Schools under the Leadership of Dr. Janice K. Jackson","","Case study examines the transformational agenda led by Dr. Janice K. Jackson, CEO of Chicago Public Schools, and the central office leadership team formed over five years beginning in fall 2015. It traces her partnership appointment in 2015, the transition to CEO in 2017, and how equity-centered customer service, strategic planning, operations changes, technology, and professional learning were used to build continuous improvement processes. Methodology combines interviews, artifact analysis, and observations, organized around six research questions.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/transforming-central-office-practices-for-equity-coherence-and-continuous-improvement-chicago-public-schools-under-the-leadership-of-dr-janice-k-jackson/582794/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/transforming-central-office-practices-for-equity-coherence-and-continuous-improvement-chicago-public-schools-under-the-leadership-of-dr-janice-k-jackson/582794.png","ImageObject",300,407,{"name":92,"@type":93},"Rhys","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-15","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":34},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What transformation agenda does the case study focus on?","Question",{"text":112,"@type":113},"The case focuses on Dr. Janice K. Jackson’s transformational agenda for Chicago Public Schools, including the central office leadership approach assembled beginning in fall 2015.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How were continuous improvement processes studied in the case?",{"text":117,"@type":113},"The study used qualitative methods—individual and group interviews, artifact analysis, and observation of central office meetings and events—then analyzed exhibits related to district capacity enhancements.",{"name":119,"@type":110,"acceptedAnswer":120},"What research questions guide the case?",{"text":121,"@type":113},"The case addresses six primary research questions covering origins of the revitalization approach, structures and tools for continuous improvement, contextual enablers and constraints, alignment across network and school levels, measurable impacts, and leadership lessons.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},582794,1792165096,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":34,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":144,"read_time":145,"preview_page_count":4},687207024643,"https://ap-avatar.wpscdn.com/davatar_3d24733baf745e90a7e4bdd5f77d97b2","Transforming Central Office Practices for Equity, Coherence, and Continuous Improvement: Chicago Public Schools under the Leadership of Dr. Janice K. Jackson  \nSamuel P. Whalen PhD  \nDecember 15, 2020  \nExecutive Summary  \nIntroduction  \nThis case study examines the transformational agenda of Dr. Janice K. Jackson, CEO of the Chicago Public Schools, along with the central office leadership team she assembled over a five-year period beginning in fall 2015. In several respects Dr. Jackson’s approach to district leadership is representative of a national cadre of urban leaders who are arguably the best prepared generation of educators to ascend to district leadership in the nation’s history. These leaders are beneficiaries both of an expanded knowledge base around instructional leadership and learning-focused management, as well as a range of leadership supports not available to prior generations of system leaders. How these new leaders learn to apply this knowledge and experience in tackling challenges of urban education at scale, particularly those bearing on educational excellence with equity, is a question of considerable importance for the nation’s districts and schools.  \nIn July 2015 Dr. Jackson was tapped by then-Mayor Rahm Emanuel to become Chief Education Officer (CEdO) in partnership with CEO Forrest Claypool, a veteran public “turn-around” administrator. Their appointments came on the heels of three tumultuous years of discord over school closings, labor unrest, fiscal turbulence, leadership scandal, and persistent inequities in student outcomes and school conditions by income and zip code. Dr. Jackson was given wide latitude as CEdO-within some severe fiscal constraints-to advance a renewed vision for CPS and back up that vision with a re-culturing and retooling of the academic side of central office. Rising to the CEO role in December 2017, and with less budgetary pressure, she expanded the same equity-focused agenda of customer service and strategic planning to the “operations” side ofCPS central office, and began leveraging technology and professional learning to align specific school needs to central office resources more powerfully. In doing so, she and her team aspired to create a human and technical infrastructure for ambitious district-wide innovations that would be grounded in robust processes of continuous improvement, prove adaptable across Chicago’s diverse communities, and be sustainable where the “biggest bets” of prior administrations had often faltered. The case addresses six primary research questions:  \nRQ1. What were the origins and progenitors ofthe approach to institutional revitalization that the CEO and her team designed and enacted from mid-2015 through the start of 2020? How did she combine varied influences into a coherent change management strategy?  \nRQ2. What structures, routines, and tools (or SRT) were developed to enact the CEO’s vision for continuous improvement and district transformation, and in particular, the enactment of continuous improvement processes? How were these SRT adapted and improved over time?  \nRQ3 . What contextual factors, internal and external to CPS, were affordances for the realization of the CEO’s vision and strategic initiatives? What contextual factors challenged, constrained, or obstructed these initiatives?  \nRQ4 . How and how well did central office improvement strategies align to a vision, strategies, and toolsets for continuous improvement at the Network and school levels? How far did alignment progress, and what challenges to such alignment emerged?  \nRQ5 . Over time, what were the most prominent successes and impacts ofthe CEO’s institutional revitalization program on the culture and capacity of the district? Did these advances translate to measurable gains in key metrics of professional capacity and student success?  \nRQ6. What leadership lessons did the CEO draw from her efforts to shift institutional culture and capacity toward continuous improvement","cbCaicAhvLtje2ex","https://ap.wps.com/l/cbCaicAhvLtje2ex","pdf",1333711,13,"English","# Executive Summary\n# Introduction\n# Case Methodology\n# Conceptual Foundations","[{\"question\":\"What transformation agenda does the case study focus on?\",\"answer\":\"The case focuses on Dr. Janice K. Jackson’s transformational agenda for Chicago Public Schools, including the central office leadership approach assembled beginning in fall 2015.\"},{\"question\":\"How were continuous improvement processes studied in the case?\",\"answer\":\"The study used qualitative methods—individual and group interviews, artifact analysis, and observation of central office meetings and events—then analyzed exhibits related to district capacity enhancements.\"},{\"question\":\"What research questions guide the case?\",\"answer\":\"The case addresses six primary research questions covering origins of the revitalization approach, structures and tools for continuous improvement, contextual enablers and constraints, alignment across network and school levels, measurable impacts, and leadership lessons.\"}]","Transforming Central Office Practices for Equity, Coherence, and Continuous Improvement - Chicago Public Schools under the Leadership of Dr. Janice K. Jackson | PDF",1792044514,33]