Reorganization 2022

  • We will keep this page updated with information as decisions continue. If you have a question that isn't answered here, please submit it on this form

Frequently Asked Questions (FAQ)

  • Reduction in Force (RIF) questions for those impacted can be located in this FAQ.

  • What data are being used in the decision-making process?

    The stories we’ve heard from the Listening and Learning Tour and through the development of the Transition Team Priority Statements has demonstrated the urgency to chart a new course with our new strategic plan while making thoughtful organizational changes. Incremental change will not get us to where our students need us to be.

    Last fall, we partnered with ERS, a national organization known for its expertise in managing public funds in school districts, to assess our organization and identify how we can more efficiently utilize resources in a way that improves educational excellence. We invite you to read the full ERS findings here. These findings will inform our next steps around restructuring and parallel strategic planning. Several of the key findings follow:

    • Revisit and revise the theory of action that guides DPS decisions and action. Identify clearer pathways to student success. Broaden opportunities available to our most marginalized students. Direct more resources and better support to students who face the steepest climb.
    • Strengthen Central Support to school linkage. Increase coherence within the school district by improving communication between leaders at the Central Office and leaders at school sites. Clearer guidance will enable schools to unleash creativity and continuous improvement.
    • Tighten Central Support to schools by ensuring resources align to highest priority. Narrow our priorities. If everything is of equal importance, there are no priorities.
    • Go farther to distribute funds equitably to drive greater equity in student experience. Seek (and monitor) equity in distribution of resources between and within schools.
    • Set the expectation that school-level improvement plans will address and support district-level goals. Taking this approach can advance collaboration and promote continuous improvement system-wide.
    • Re-organize the Central Support staff so functions are more tightly linked to Board of Education policy aims. Form should follow function.
    • Align school and Central spending more intentionally to Board-adopted district priorities. Ensure Board-approved Ends Statements are the focal point for school and Central Support expenditures.
    • More systematically engage the community in budget formation and budget forecasting. Doing so can lead to more widespread understanding of – and support for – tough decisions.

  • What is the difference between Cabinet, DLT and the Executive Director positions we have already posted?

    The Cabinet level positions are made of Office leaders that report directly to, consult and provide information to the Superintendent. They are also members of the District Leadership Team. District Leadership Team (DLT) positions are a cross-functional team previously known as the “Senior Leadership Team”. This change in name shifts focus from leaders as individuals to our collective team leading together. The Executive Director level positions lead departments - groups of teams that report to the Office leaders. For example, the Portfolio Department reports to the Office of the Deputy Superintendent of Schools.

  • Why are postings limited to a few days?

    The urgency to find and fill positions has pushed us to recruit aggressively and limit our posting process in order to make swift decisions that support the district’s direction.

  • Are grant funded positions being considered as part of the reorganization?

    Some grant funded positions may be considered as part of the organization, depending on the work’s alignment to the narrowing of our priorities.

  • Where can we find the ERS study findings?

    We invite you to read the full ERS findings here.

  • Why has the role of Chief of Equity & Strategy been removed?

    The Office of Equity and Strategy was reevaluated. We want to emphasize the importance of both functions by including and embedding them into existing Offices.

  • Will the executive directors for the Chief of Staff office be posted and/or announced without the new Chief of Staff here?

    Yes, planning for the Chief of Staff Office is under way and we hope to share more details soon.

  • Will the town hall slides be shared?

    Yes, the town hall slides were sent out in the afternoon after the town halls. You can find them here.

  • How does this process differ from previous reorganizations?

    In past reorganizations, positions could be assigned to individuals without having to engage in a posting and selection process. With the Equal Pay Act of 2021, we are posting and engaging in an interview selection process for all roles that are promotional opportunities or have a material change.

  • How will central services shift for schools?

    Centralized services will see shifts that narrow our priorities and give us room to make a higher impact with our shared services to schools. The priorities and strategic planning are being worked on now and we are eager to share updates as soon as they are available.

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  • Organizational Structure

    How we align our teams to meet our purpose and priorities.

  • Offices

    Our new Offices have been known as “divisions” in the past. These are the groups of functions that partner closely together to support our students. For example, the “Academics Division” is now part of the “Office of the Deputy Superintendent of Schools”. We are changing the term we use to describe these groups to illustrate the importance of working collaboratively and breaking down divides.

  • District Leadership Team (DLT)

    This cross-functional team was previously known as the “Senior Leadership Team”. This change in name shifts focus from leaders as individuals to our collective team leading together.

  • Superintendent's Cabinet (Cabinet)

    This group is made of Office leaders that report directly to, consult and provide information to the Superintendent. They are also members of the District Leadership Team.

  • Departments

    Departments are groups of teams that report to the Office leaders. For example, the Portfolio Department reports to the Office of the Deputy Superintendent of Schools.

  • Teams

    Teams are groups of team members who report to Department leaders. Ex: Multilingual Education Team reports to the Academics Department.

  • Team Members

    Team members are our individual staff members.