Chicago Public Schools Fiscal Year 2013 Amended Budget

Schools and Networks

Organizational Overview

The organization of Chicago Public Schools (CPS) has been refined during the past year to reflect the Chief Executive Officer’s (CEO) approach to reform. The core principles of the organizational design remain as every organizational unit reports up through a clear hierarchy to a chief officer that reports to the CEO. In this way, accountability and responsibility are clear, communication is direct and the organization reinforces the goals of reform.

The Board of Education remains the overarching entity, with the Inspector General, Office of Law and the CEO reporting directly to the Board. All other offices report to the CEO.

View the Organization Chart .

Board of Education

The Chicago Board of Education is responsible for the governance of CPS and provides organizational and financial oversight. It establishes policies, standards, goals and initiatives to ensure accountability and to provide students in every community with a world-class education that prepares them for success in college and career. The Office of Law and the Inspector General are autonomous units that directly report to the Board.

Inspector General

The mission of the Office of the Inspector General (OIG) is to ensure integrity within CPS operations by conducting meaningful, accurate and thorough investigations into allegations of waste, fraud and financial mismanagement. OIG also reviews the Board’s systems, practices and procedures to determine their efficacy regarding the proper use of funds. OIG is an independent unit that reports directly to the Board of Education.

Office of Law

The Office of Law aims to provide the highest quality legal advice and guidance and to effectively represent the Board, school and department officials in civil litigation and legal transactions to save taxpayer dollars. It promotes a fiscally sound, safe and stable environment for student academic achievement. Like the Inspector General, the Office of Law reports directly to the Board of Education.

Chief Executive Officer

The Chief Executive Officer (CEO) drives the district’s mission by acting on behalf of the Board to craft strategies, practices and policies that maximize student performance. All offices listed below report directly to the CEO. Additionally, the Chief of Staff exists to support the activities and efforts of the CEO.

Chief Education Officer

The Chief Education Officer (CEdO) supports the CPS mission by directing educational services and support to schools across the city. Key functions like framework design, bilingual education programs, specialized services for students in need and after-school activities serve to increase academic achievement.  Reporting to the Chief Education Officer is the Chief Instruction Officer, who is tasked with designing a Common Core State Standards curriculum to ensure that all students are college and career ready. Other departments that report to the Chief Instruction Officer include Curriculum and Instruction, Special Education & Supports, Early Childhood Development, Language and Culture, Pathways to College and Career and Health and Wellness.

Office of Network Support

A new unit created for FY2013, the Office of Network Support is responsible for ensuring that all Network chiefs have the available tools and programs they need to develop high performing, autonomous principals. Under the purview of the Office of Network Support are 14 Elementary School Networks and five High School Networks, with a total of 683 schools. Each Network is responsible for building effective schools with effective leaders by developing a professional development plan, collecting and assessing data to drive interventions, collaborating on best practices with other NetworkNetworks and enhancing community and parental involvement.

Chief Administrative Officer

The Chief Administrative Office ensures that all operations of the school district run smoothly, and are directed toward supporting schools and driving student achievement. The office strives to ensure fiscal stability and accountability, focusing on short-range and long-range financial planning. Departments that report to the Chief Administrative Officer include the School Support Centers, Chief Financial Officer, Facility Operations and Management, Transportation, Nutrition Services, Information Technology Services, Safety and Security, Procurement and Payroll.

Office of Strategy Management

The Office of Strategy Management will be launched in FY2013 to assist the CEO in carrying out his ambitious agenda of reform for the district, which includes empowering principals as leaders of their schools, increasing access to high-performing school options and engaging families. This Office will ensure that each strategy has a solid design, is monitored closely to remain on target and is effective.

Office of Public & Community Affairs

The Office of Public & Community Affairs is the key liaison between CPS, public officials and the community at large. Its mission is two-fold: in public affairs, the office shapes the dialogue between key national, state and local leaders, advocating for legislation on terms favorable to the Board. In the community, the office proactively listens and responds to stakeholders’ concerns, enlisting civic participation in improving educational choices and opportunities for our children. Under the Office of Public & Community Affairs are the Office of Family and Community Engagement, Intergovernmental Affairs and the Local School Councils.

Office of Communications

The Office of Communications enhances the image and brand of CPS, restoring the trust between the district and stakeholders through a variety of communication methods that display the organization’s dedication to creating a world-class education for every student in every community that prepares them for success in college and career.

Office of Talent

CPS’s Office of Talent supports the pursuit of college- and career-readiness for all students by ensuring that they are taught by a highly-effective teacher workforce, that teachers are led by high-performing school leaders and that our schools are supported by well-functioning district staff that facilitates solutions.

Office of Portfolio

Emphasizing equity, choice, and collaboration, the Office of Portfolio seeks to expand school options for every student in every community by addressing both performance and utilization issues across the city. Departments under Portfolio include Portfolio Planning & Analytics, Military Programs, Enrollment and Access, and New Schools and Programs.

District Goals for FY2013 and Beyond

All CPS schools, departments and offices work toward meeting our overall mission to ensure that every student in every community is on track to graduate college and career ready. Hence, our six key priorities for FY2013 and beyond are:

Ensuring College and Career Readiness

  • Achieve an average ACT score of 21 and graduation rate of 75 percent by 2016
  • Implement Common Core State Standards in English Language Arts and math
  • Apply the college-aligned accountability framework

Improving School Quality

  • Increase the number of students attending quality schools to more than 90 percent by 2016
  • Expand the sourcing and recruitment of high performing teachers and school leaders
  • Continue the closure or turnaround of historically underperforming schools

Offering Real School Choice

  • All communities have quality school options by 2016

Enhancing Principal Autonomy

  • Devolve funding to schools and away from central office; 90 percent of school budget is controlled by the principal in 2016
  • Improve talent pipeline and build principal capacity through the Chicago Leadership Collaborative
  • Advance the tools available for teacher evaluation through the Recognizing Educators Advancing Chicago Students (REACH) system

Securing Long-Term Financial Stability

  • Realize targeted reductions of more than $80 million in operations/administration expenses
  • Address structural deficits through a strategic allocation of resources to mandated and essential programs
  • Work with key stakeholders and partners to minimize future costs and to address the growing unfunded pension liability

Inform and Engage Families and Community

  • Provide a single enrollment system
  • Engage families to shape options
  • Engage families to support student learning at home

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Page Last Modified on Wednesday, August 27, 2014