CPAA QUARTERLY MAGAZINE | Q3-Q4 DOUBLE EDITION TRANSITIONS
TRANSFORMING CHALLENGES INTO OPPORTUNITIES
FIGHTING FOR CHANGE: IN THE RING WITH THE CEdO PAGE 12
BOARD PRESIDENT SEAN HARDEN WITH A MAP IN THE MAZE OF CHANGE PAGE 32
FROM ASSOCIATION TO UNION: WHAT IT MEANS AND WHAT IT DOESN’T PAGE 40
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TABLE OF CONTENTS
IN THIS EDITION PAGES 4-5 CPAA VISION AND MISSION OUR VALUES AND WHO WE ARE PAGES 6-7 LETTER FROM THE PRESIDENT TROY LARAVIERE PAGE 8 LETTER FROM THE EDITOR TIPHANI CHAPLIN
PAGES 40-42 FROM ASSOCIATION TO UNION: WHAT IT MEANS AND WHAT IT DOESN’T FROM ASSOCIATION TO UNION: AT-A-GLANCE PAGE 43 IN THE MIDST OF CHANGE, WE CARRY THE LOAD TOGETHER BY SUSAN PAIK PAGES 46-47 STABILITY OVER 30 YEARS BY KENT LAU
Broken Budgeting: Principals Left Scrambling Again
PAGE 22
PAGES 10-11 LETTER FROM THE CHIEF OF STAFF KIA BANKS PAGES 12-15 FIGHTING FOR CHANGE: IN THE RING WITH THE CEDO A CONVERSATION WITH CHIEF EDUCATION OFFICER BOGDANA CHKOUMBOVA PAGES 16-17 THRIVING THROUGH TRANSITION D R . A L E X DA K E S S I A N
Thriving Through Transition
PAGE 49 PERMISSION TO CELEBRATE CPAA QUARTERLY CONTRIBUTOR
PAGE 16
PAGES 18-19 YOUR MEMBERSHIP AT WORK PAGES 22-25 BROKEN BUDGETING: PRINCIPALS LEFT SCRAMBLING AGAIN BY TIPHANI CHAPLIN PAGES 26-28 FIX THE FRAMEWORK, NOT THE FIGHT EXCERPT FROM JOUSEF SHKOUKANI
PAGE 50 KNOW YOUR RIGHTS DURING THE TRANSITION SAMANTHA ODYNIEC
MAGAZINE BOARD
2025–2026 IAA SUMMER SCHEDULE
Editor-in-Chief: Troy LaRaviere
PAGES 30-31 IAA SUMMER SCHEDULE 2025–2026
Managing Editor/Creative Director: Tiphani Chaplin Copy Editor: Lori Lewis-Chapman Editorial Design: Ann Liu Production Manager: Kent Lau Chicago Principals and Administrators Association | Local 2 of the American Federation of School Administrators 542 S. Dearborn St., Suite 400, Chicago, IL 60605
PAGES 32-37 GETTING TO KNOW SEAN HARDEN / BOARD PRESIDENT SEAN HARDEN WITH A MAP IN THE MAZE OF CHANGE PAGES 38-39 ON LEADERSHIP, LEGACY, AND THE TRANSITIONS THAT SHAPE US A CONVERSATION WITH RECENTLY RETIRED PRINCIPAL TONYA TOLBERT
PAGE 30
VISION
We envision a future where every school community thrives under the guidance of exceptional leadership . Because we believe that by empowering and investing in school leaders, we invest in the future of our children.
MISSION
By 2027, CPAA will be the indispensable hub for Chicago’s school leaders . We’re committed to unlocking the boundless potential of our students and communities across the city. CPAA is dedicated to fostering exceptional leadership within schools by providing our leaders with the resources and support to nurture the growth and development of every child in our Chicago Public Schools.
OBJECTIVE
• Amplify social justice and community issues • Provide legal guidance and support • Create robust and timely professional development and training courses • Lobby for progressive education legislation • Advocate for increased school resources • Celebrate the invaluable contributions of school leaders • Serve as a model of equity in public school education beyond Chicago classrooms • Achieve continuous improvement
VALUES
CURIOSITY COLLABORATION INCLUSION INTEGRITY
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WHO IS
CPAA?
The Chicago Principals and Administrators Association (CPAA) is the constitutional voice of Chicago’s public school principals and assistant principals, standing as the essential hub for school leadership. Our mission is to ensure that every school community benefits from outstanding leadership, and that those leaders have the resources, respect, and support needed for the growth and success of our children. CPAA works to amplify social justice issues, foster inclusive school environments, provide legal support, and deliver professional development tailored to the needs of school leaders. We advocate for progressive education policies and fight for the resources necessary to empower our leaders and schools. As an affiliate of the American Federation of School Administrators (AFSA) and the AFL-CIO, CPAA is deeply committed to collective bargaining and solidarity across labor unions. We stand with all who seek equity in education and believe that by investing in school leaders, we secure the future of our children and communities. At CPAA, our mission reflects our values and guides everything we do—building a better, more just educational landscape for every student, every school, and every neighborhood in Chicago.
CPAA OFFICE STAFF Troy LaRaviere, President tlaraviere@mycpaa.com Kia Banks, Chief of Staff kbanks@mycpaa.com Kent Lau, Director of Operations klau@mycpaa.com Mia Maynard, Assistant Director of Operations mmaynard@mycpaa.com Tiphani Chaplin, Director of Communications tchaplin@mycpaa.com Cameron Moore, Social Media Manager cmoore@mycpaa.com
LEGAL DEPARTMENT: Samantha Odyniec, Deputy General Counsel sodyniec@mycpaa.com Tanesha O’Neal, In-House Paralegal/Legal Specialist toneal@mycpaa.com
PROFESSIONAL DEVELOPMENT: Dr. Sallie Penman, Ed.D, Director Illinois
Administrators’ Academy sdpenman@mycpaa.com
CPAA IS VOICE AND POWER REALIZED • 5
Letter from the President TROY LARAVIERE
Dear Principals and Assistant Principals, This letter isn’t easy to write.
When I stepped into my first classroom as a teacher, I wasn’t just beginning a career. I was answering that call. I wanted to help students recognize and step into their potential… something I didn’t have enough of when I was growing up. I knew that if I could become the person I needed as a young student, I might be able to create something transformative for others. That purpose has guided every step I’ve taken since. I became an assistant principal, and later, a principal, because I realized the impact I could have didn’t have to stop at one classroom. I could shape the experience of hundreds of students by supporting the educators who stood in front of them every day. That realization eventually led me here, to the role of CPAA President, where the mission expanded again: to support the leaders who support the educators who support the students. My mission, as I saw it, was to protect, elevate, and empower you… the principals and assistant principals who have dedicated your lives to creating safe, possibility-filled spaces for our young people. This work, at its core, has always been about creating the conditions where every student, regardless of
How do you sum up a decade of shared struggle, triumph, and transformation? How do you say farewell to something that has shaped the very core of who you are? How do you express gratitude for the countless people who made the journey worthwhile? Those questions swirl in my mind as I write this final message—my last as your CPAA President — preparing to step away from a role that has allowed me to serve not only a beloved organization, but the profession I hold most dear: principalship. Being a principal isn’t just a job. It’s a calling. A commitment. A relentless act of love. It’s showing up early to greet a new student who’s scared. It’s staying late to answer the calls no one else will. It’s shaping a school’s culture, often in the shadows, moment by moment. It’s carrying the weight of a community’s hope, and too often, it’s heartbreak. It’s loving young people fiercely enough to fight for the schools they deserve… even when the fight is uphill.
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CPAA EXECUTIVE BOARD Troy LaRaviere President Ryan Belville Treasurer Israel Perez S ecretary Tonya Tolbert VP Elementary Principals Susan Paik VP Elementary APs Alahrie Aziz-Sims VP High School Principals Rashad Talley VP High School APs
I fought for [the right to collective bargaining] because without a binding agreement, progress can disappear with the next leadership change. background, has the opportunity to step into their potential. That’s why CPAA’s transition into a fully recognized union matters. With our first collective bargaining agreement on the way, we’ve secured something principals have never had: real protections, a real voice, and the power to lead with purpose for our students. I fought for that because without a binding agreement, progress can disappear with the next leadership change. I knew we had to lock it in. From the early days when this seemed like a long shot to the moment Governor Pritzker signed it into law, I never lost sight of what was at stake. Or who I was fighting for. To every principal and assistant principal who stood up and stood with me, thank you. Thank you to the CPAA staff, the Governing Board, and all of our partners who’ve shared in this vision and helped build the foundation to carry it forward. Each of you have been the architects of change. I’m grateful beyond words for the opportunity to have served alongside all of you and I’ll always be proud of what we’ve built together. In the coming weeks, I’ll share more about what’s next for me, but for now, I just want to say this: It has been the honor of a lifetime to serve you. I stood
up for what I believed our profession and our students deserved, and I gave it everything I had. This work has always been about love. Not just the soft kind, but the fierce kind. The kind that organizes, that demands better, that keeps showing up even when it’s hard. That love built this union. That love will carry it forward. With deep gratitude, enduring solidarity, and love,
Troy LaRaviere CPAA President, CPAA Quarterly Editor-in-Chief tlaraviere@mycpaa.com
CPAA IS VOICE AND POWER REALIZED • 7
THE WORK OF TRANSFORMATION LETTER FROM THE EDITOR TIPHANI CHAPLIN
At the end of every school year, there’s a constant we know well: change. Students rise to new grades or graduate into new beginnings. Staff shift roles—some move up, some move on, and some simply transition into something different. In our school communities, change is always present, even when it’s unspoken. This year, change feels even more pronounced. At the district level, we prepare to welcome new leadership as both the CEO and CEdO step away from their roles. Here at CPAA, we’re also navigating a transition in leadership, with President Troy LaRaviere moving on to a new chapter, and our Chief of Staff stepping into the role. Each of these shifts brings a level of uncertainty and also opportunity.
There are also the quieter, more personal changes… the ones we don’t always name. A shift in perspective. A renewed sense of purpose. A new way of approaching a challenge that once felt immovable. Every day, we become a slightly different version of ourselves. As leaders, we are used to holding space for the growth of others, but we, too, are always evolving. This issue of our magazine is devoted to that evolution. You’ll find stories of transformation and reflections on what it means to lead through change. We hope you see yourself in these pages. We hope you see your work in the words. And we hope you feel affirmed, challenged, and encouraged. As we step into summer in Chicago—this most anticipated season of bloom, hope, and reflection—I hope we can all let go of what was and embrace what is. Change isn’t just confusing, it’s often, also, a comforting constant. May we all find comfort in the growth that change brings and strength in knowing we never navigate it alone.
As leaders, we are used to holding space for the growth of others, but we, too, are always evolving.
Tiphani Chaplin Managing Editor, CPAA Quarterly tchaplin@mycpaa.com
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LETTER FROM THE CHIEF OF STAFF
Transitions
KIA BANKS
As our union looks ahead now that Troy LaRaviere is stepping down from his role as President of the Chicago Principals and Administrators Association, and taking on a new role, I am filled with deep respect for the work he has done. I’m also spurred by a bit of healthy anticipation for what’s next—for him, for me, and for our union. Troy’s nine years as president were nothing short of transformative. His unwavering commitment, tireless advocacy, and visionary leadership have shaped CPAA into the powerhouse it is today. Under Troy’s guidance, we’ve seen extraordinary growth. He doubled our membership, authored landmark legislation, secured bargaining rights, and built a robust support system for every principal and assistant principal across this city. He expanded our legal services, strengthened our education arm, and reimagined our office space into a vibrant hub
would not have achieved bargaining rights, compensation increases, or workload adjustments without his determination and relentless pursuit of fairness. Troy didn’t just carry us through challenges; he created pathways that ensured we wouldn’t face them alone. But what stands out most about Troy’s tenure is the heart he brought to his work. His leadership was never about personal glory. It was about empowering us—about creating an environment where we could rise together. The groundwork he laid has set us on a trajectory we could only dream of, and it’s a path I intend to follow—honoring everything he has built while striving to add my own unique touch. The moment I was introduced to Troy, I knew things were going to change. As a principal fighting for what I felt like should be easy resources, it was Troy who challenged me to push harder in order to help him create the environment we all wanted. Watching him fight for policies and processes that WOULD NEVER benefit him was sobering... the work he did was always for us. We take it for granted now, but that’s huge. He was fighting a system of disinvestment as we
for collaboration and healing. He championed individuals, advocated for necessary changes, and was a tireless voice for what was right. His strong, unapologetic insistence on doing what was just for ALL principals and assistant principals in CPS made him a formidable force—a formidable and lovely thorn in the side of the district. We absolutely
Troy didn’t just carry us through challenges; he created pathways that ensured we wouldn’t face them alone.
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were, but he was doing it mostly alone. I knew then that CPAA was where I needed to concentrate my efforts, and I haven’t regretted a moment of it. It has been an incredible honor to work with Troy. Having the opportunity to work alongside someone I deeply admired has been a truly meaningful experience. Earning his trust and respect filled my heart and strengthened my commitment to this work. Serving alongside Troy as a leader is something I hold in the highest regard. It has been both an honor and a powerful motivator. Gaining his trust and professional respect has not only affirmed my purpose—it has propelled my dedication to this mission. I am hopeful that come July 1, with the blessing of all our members, I will step into the president’s role and continue the work Troy started, knowing that his wisdom, guidance, and friendship will remain an integral part of this journey. This moment of change is undeniably a big deal, and I don’t take it lightly. I will step into this role with awe and deep admiration for the work Troy has done. And one of the things that gives me confidence, as I take on this immense responsibility, is knowing that Troy will remain a part of our organization. He will forever be my trusted advisor, an inspiring force, a wealth of knowledge, a respected visionary, and the fact that I can also call him a trusted partner is everything. I will not be walking into the unknown alone.
CPAA has a strong board, a dedicated staff, and member leaders across the city who support the work. This journey ahead won’t be easy, but I am confident in our strength and unity. I make this promise to you all: Troy’s legacy will live on in the work we do every day. His commitment to
Watching him fight for policies and processes that WOULD NEVER benefit him was sobering... the work he did was always for us. We take it for granted now, but that’s huge.
our collective bargaining agreement; his vision for a strong, united voice for principals; his dedication to equity; and his desire for healthy working conditions will continue to push our profession forward. And his energy and the work he will continue ensure his unwavering focus on what’s best for our students, and schools will continue to prevail. Thank you, Troy, for everything you’ve given to CPAA and our profession. You’ve left us with a strong foundation, a lighted path, and a tangible energy, and I am ready to help carry this work to new heights. I look forward to continuing your work—our work—together.
Kia Banks CPAA Chief of Staff kbanks@mycpaa.com
CPAA IS VOICE AND POWER REALIZED • 11
FIGHTING FOR CHANGE: In the Ring With the CEdO
As negotiations for the first collective bargaining agreement between the Chicago Principals and Administrators Association (CPAA) and Chicago Public Schools (CPS) continue, the journey to improve conditions for school leaders has been anything but simple. While strides have been made in building stronger relationships, tensions still simmer beneath the surface. Many principals continue to navigate the frustrations of unclear communication, shifting policies, and the mounting pressures of district-wide changes. In the midst of this work, and before she announced plans to step down in June, Chief Education Officer Bogdana Chkoumbova sat down with CPAA to reflect on these challenges and share her vision for the district’s future. From her unique vantage point as an immigrant, educator, and long-serving CPS leader, she spoke candidly about the need for change, the promise of progress, and her unwavering belief in the power of principal leadership. Chkoumbova acknowledges that change can feel overwhelming, but she sees it as an essential part of fighting for growth. “People sometimes fear
challenges, Chkoumbova remains optimistic about the future, believing that CPS’s resilience— strengthened by the commitment of its leaders, principals, teachers, and students—will allow the district to emerge stronger. Every shift—every moment of uncertainty—is an opportunity for CPS to grow and thrive. Coming from humble beginnings as an immigrant from Bulgaria, Chkoumbova considers her role a blessing and feels deeply connected to the work she’s done. This sense of purpose- driven leadership has guided her throughout her career—from teacher, to principal, to network chief, and later Chief Education Officer (CEdO). She knows firsthand that the fight for meaningful change is never easy. It’s the same fight that principals step into every single day... championing their students, their schools, and their staff against overwhelming odds. Chkoumbova sees the CEdO role as the heart of CPS’s mission: supporting students. For her, leadership isn’t about standing on the sidelines... it’s about stepping into the ring, building real relationships with school leaders and district partners, and fighting alongside them for better outcomes and healthier environments for staff and students alike.
Principals need to be empowered partners in shaping the district’s direction.
change because it can feel like a lot,” she notes. But change, she adds, is natural... and for CPS, it’s about continuous improvement. Through all the
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ABOUT THIS FEATURE: In this conversation with Chief Education Officer Bogdana Chkoumbova, we bring forward some of the most pressing questions and concerns heard directly from principals across Chicago Public Schools. To provide deeper context, we pair Chkoumbova’s thoughtful responses with a “Principal Perspective” —reflections drawn from the collective voice of school leaders we’ve spoken with over the past year. We hope that offering this more balanced dialogue honors both the CEdO’s intentions and the day-to-day realities principals face.
Q: When it comes to accountability, you’ve said it’s key to CPS’s success. But what does accountability actually mean for principals on the ground? PRINCIPAL: “Accountability sounds good in theory, but too often, ‘accountability’ feels like principals are held responsible for things beyond their control without the authority or resources to actually make changes. Saying principals have a ‘real say’ has to come with real power, not just lip service.” CHKOUMBOVA: “Accountability means having a voice that’s heard and respected at every level, especially when it comes to staffing, budgets, and school operations. Principals need to be empowered partners in shaping the district’s direction.” Q: You’ve prioritized building strong relationships between the district and principals. What does that look like day to day? PRINCIPAL: “Presence is important, and I appreciate the efforts made by the CEdO and CPS. But building trust takes time. Principals often feel like feedback goes into a black hole. We want to see changes based on what we say, not just polite listening sessions.” CHKOUMBOVA: “For me, it means showing up, and not just in formal meetings but in schools… listening to principals honestly and consistently. Building trust requires vulnerability from both sides and a willingness to
act on feedback, even when it’s hard to hear. It’s not about checking boxes; it’s about being present and accountable.” Q: CPS is massive, and communication can be tough. How are you ensuring principals get the information they need? PRINCIPAL: “Early involvement would be a game changer. Right now, many decisions feel like surprises. Trust erodes when principals only hear about changes after they’re finalized. I think we are better than we were before her, and hope the communication continues to grow.” CHKOUMBOVA: “Clear, timely communication is non-negotiable. We’ve made progress, but I know we haven’t gotten it all right yet. Principals must be involved early in the design of policies and processes so they can shape decisions, not just react after they’re made. That collaboration prevents confusion and builds trust across departments.”
CPAA IS VOICE AND POWER REALIZED • 13
Q: Autonomy is often talked about as key to principal leadership. How do you see that playing out? PRINCIPAL: “Autonomy without resources just feels like ‘you’re on your own.’ We need the district to match trust with support, with real resources, with leadership development, and all the tools to succeed.” CHKOUMBOVA: “Autonomy means principals have the freedom to make decisions that best serve their unique communities— from who’s on staff to how budgets are allocated. But autonomy isn’t meaningful without the resources and supports to back it up. We have to ensure principals aren’t just left to fend for themselves.” Q: CPS talks about equity through targeted universalism. How does that translate to what “Equity can’t be a buzzword. It has to be reflected in what’s actually in our budgets and professional development plans. We have a long way to go on that sadly.” CHKOUMBOVA: “Targeted universalism means we distribute resources based on what each school specifically needs, not just spreading everything evenly. This approach helps us address long-standing inequities and makes sure schools with greater challenges get the support they require.” schools get? PRINCIPAL:
Q: Compliance paperwork and outdated data systems are a huge burden. What’s being done about that? PRINCIPAL: “Appreciate the honesty. It is disappointing that there is no plan put forth to fix the problem.” CHKOUMBOVA: “I hear how exhausting the compliance demands are, and it’s a top priority to modernize systems and streamline reporting. Principals should spend their time leading and not drowning in paperwork. We are actively working on this, but it’s a complex problem and change takes time.” Q: Grievances are often seen as attacks. Can we discuss that a little? PRINCIPAL: “When grievance processes work well, they protect principals and schools. But when they don’t, they’re too easily weaponized against us. Groups like LSCs and PPCs often overstep, and CPS rarely steps in to support school leaders. We’re left with tattered reputations and sometimes without a contract over issues that were completely out of our control. I want to see more done to address that.” CHKOUMBOVA: “Grievances aren’t personal. They’re necessary to ensure agreements are honored and issues get resolved fairly. As we finalize the principals’ contract (CBA), we’re committed to creating grievance processes that are clear, fair, and build trust—not divide.”
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Q: What role does CPAA play in all this? PRINCIPAL:
“Are you going to throw your hat in the ring for CEO?” Honestly, I expected a laugh or maybe just a polite sidestep—but Chkoumbova leaned in and gave a thoughtful, heartfelt answer. CHKOUMBOVA: “The truth is, I believe this role—the role of Chief Education Officer—is the most impactful in the district. It’s the one most deeply connected to the core function of this system: supporting students. That’s not to diminish the CEO role, but the work I do in this position is absolutely critical. This role allows for deep, meaningful relationships with school leaders and with partners outside the system. I really believe the heartbeat of the organization lives here. “I don’t think I could ever find a position more rewarding or exciting. These past three years have brought unbelievable challenges, yes—some tough moments, big fights—but when I think about this opportunity, my heart fills with joy. “For me, it’s never been about the title. It’s about whether the role fulfills my purpose and mission: to serve students. And this one does.” We hope to keep conversations like this going—honest, ongoing dialogue that centers the needs of school leaders and students alike. In a system where change is always just around the corner, Chief Chkoumbova reminds us what it looks like to fight for something bigger than a title.
“We want that partnership to be real and consistent, no matter who sits at the top, and no matter what spirited disagreements may exist. What we can’t go back to are the old tools of disengagement and the hand-picking of principals willing to toe the line. As a union, we must be respected.” CHKOUMBOVA: “CPAA is essential. It unites principals, amplifies their voices, and keeps conversations honest and transparent. CPAA must continue to be accessible and open. They must be a partner that works alongside CPS for the good of all schools. I support CPAA as a union. I’m proud of the communication with CPAA and the trust we have built, and I look forward to strengthening that partnership.” Q: How do you see the future of CPS? CHKOUMBOVA: “I’m hopeful and optimistic. The path won’t always be smooth, but with a shared commitment to improvement and principals at the center, we can build a district that serves every child well. I’m dedicated to supporting principals throughout this journey.” PRINCIPAL: “That optimism means a lot. It’s reassuring to know leadership believes in us and wants to walk alongside principals… not just talk at us.” Before we wrapped up, I had to ask the question that many principals and assistant principals have been quietly wondering:
Editor’s Note: Since this interview, Bogdana Chkoumbova has stepped down from her role as Chief Education Officer. CPAA thanks her for her years of service and collaboration with our school leaders. Her voice in the conversation about school leadership remains a vital part of our shared journey.
CPAA IS VOICE AND POWER REALIZED • 15
Thriving Through Transition
BY DR. ALEX DAKESSIAN
ASSISTANT PRINCIPAL, MCCUTCHEON ELEMENTARY
This school year has been marked by transition— personally, professionally, and systemically. At the district level, we have experienced the shift to a new school board, the slow transition of a new CPAA administration, and the anticipation of two contracts that will shape the future of our work (the new CTU contract, and for the first time ever, our very own CPAA contract). We have also navigated the uncertainty that came with the unexpected dismissal of our CEO. These changes have left many of us with more questions than answers, and yet we continue to lead through the unknown.
As we approach the end of another school year, I find myself reflecting on how much each and every principal, assistant principal, administrator, and district leader has endured, and how much we have grown. This year, like many before it, came with moments that tested our patience, resolve, and faith in the systems around us. There were days when the challenges felt overwhelming and when it seemed like the missteps outweighed the progress. There were days when the noise of mandates and shifting expectations threatened to drown out the quieter wins that truly matter. Yet, despite all of those moments, beauty has still found its place in Chicago. As a proud assistant principal in Chicago, I have experienced both ends of the spectrum: the moments when everything felt like it might fall apart, and the moments when something powerful and meaningful began to take shape. I have carried the responsibility of holding things together while also learning to let go of what no longer serves my school community, my students, my staff, and my principal. Through it all, I can say with confidence that the growth, connection, and small victories still outweigh all the setbacks.
As a proud assistant principal in Chicago, I have experienced both ends of the spectrum: the moments when everything felt like it might fall apart, and the moments when something powerful and meaningful began to take shape.
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On a personal level, this year has brought its own impactful transitions. I completed my doctorate—an academic milestone that took years of work—with the strong support of many of my CPAA brothers and sisters. I am also expecting a baby, which has left me looking for a temporary replacement to support my school and principal in my absence. At my school, we are preparing for major construction that will relocate five grade levels from not only classrooms they have known for years but to different buildings. This upcoming transition is requiring flexibility, empathy, and careful planning for staff and students alike. These transitions, while challenging, also offer opportunities for renewal and growth.
Despite everything, the most enduring moments of this year have been those rooted in humanity. I think of the quiet resilience of our students, the collective efforts of our staff, and the true joy that comes from shared purpose. Whether it was a breakthrough moment in a classroom, a team that came together to support a student, or the laughter that filled the hallways even on the most difficult days, these moments remind us of why we do this work. As we close out this school year, many of us are looking ahead through advocating for fair contracts, equitable funding, and the long-term stability that our students and school stakeholders deserve. At the same time, we are also holding space for what we accomplished in the midst of uncertainty. Our leadership as CPAA members and CPS administrators has never been about perfection. It has always been about presence, persistence, and care. We showed up, advocated, made space for healing, and led through not just systems but relationships. This year was not just about making it through. It was about transforming challenges into opportunities and continuing to build something stronger and beautiful in the face of challenge and change. While transitions can be difficult, they can also create space for growth. This year, we did more than just survive—we thrived.
...I can say with confidence that the growth, connection, and small victories still outweigh all the setbacks.
CPAA IS VOICE AND POWER REALIZED • • 17
YOUR MEMBERSHIP AT WORK
With the formal hurdle of HB297 now behind us, our focus is on securing our first-ever collective bargaining agreement (CBA). But it’s also important to recognize that the way we operate has fundamentally changed. CPAA is no longer just operating as an association— we are a legally recognized union, with both the rights and responsibilities that come with that designation.
WHAT DOES THIS MEAN FOR YOU?
Members drive our priorities. Unlike before, contract negotiations are shaped directly by your input. Through surveys, breakout sessions, and discussions, your voice determines what we fight for at the table. Exclusive access to critical updates and decisions. As a union, bargaining details and contract votes are available only to members. If you’re not a member, you don’t have a say in the contract that will govern your career.
We have legal bargaining power. Before, CPAA could advocate, but CPS didn’t have to listen. Now, they’re legally required to negotiate with us in good faith. Our union status ensures enforceable protections. In the past, principals and assistant principals (APs) had no formal labor rights. Once we secure a contract, we will have legally binding protections against unfair treatment, sudden
policy changes, and unreasonable demands. Our strength depends on membership.
Our strength at the bargaining table depends on how many school leaders stand with us. If you know a principal or AP who isn’t a member yet, now is the time to encourage them to join.
NOW MORE THAN EVER, MEMBERSHIP MATTERS.
Our ability to secure strong protections, fair wages, and reasonable working conditions depends on every principal and AP standing together. Just this year, we’ve already accomplished so much— imagine what we will achieve when we negotiate our first-ever CBA: Victory for school leaders: CPAA and CPS finalized an agreement to provide a 4% cost of living adjustment (COLA) for all principals, assistant principals, acting principals, and interim principals for the 2024-2025 school year—matching the COLA secured by CTU in their recent negotiations. HB297 is now law. Our CPAA-authored bill was signed by the governor thanks to our unflappable insistence and tenacity. Increased visibility. We’ve raised our profile in the media, with Chicago legislators and across Illinois.
Defeated harmful legislation. We helped quash a bill from the FUND that would have undermined principal and AP autonomy by expanding LSC control. Stopped an unfair CPS survey. We pushed back against a survey that would have unfairly held principals and APs accountable for issues outside their control—with disciplinary consequences attached. Reshaped communication with the Board of Education. We’ve insisted on more input and a more regular cadence of discussions. Held the line against harmful contract provisions. We’ve stood firm and public against the most damaging aspects of the teachers’ union contract.
18 • CPAA QUARTERLY MAG | Q3 AND Q4 2025
AND WE’RE JUST GETTING STARTED! If you’re already a member, thank you. If you know someone who isn’t, encourage them to join—this can’t wait. And if you’re not yet a member, join TODAY. When we stand together, we win together. Our first-ever collective bargaining agreement—and how quickly we secure it—depends entirely on our members. The more voices we represent, the stronger our position at the table. Our members are the union. An agreement today is security for tomorrow.
We are stronger together.
M E M B E R S H I P
join today. www.mycpaa.com
Our union’s power comes from multiple sources, but the most important truth we must remember is that CPAA’s greatest source of power is YOU. Our strength lies in the collective intellect, diverse perspectives, and passion of our members. If you know someone who isn’t a member yet, now is the time to change that. We do this work for you—because this union is you. Make your membership count and ensure we have the collective strength to continue on this positive trajectory. Together, we can harness the power that is us and create meaningful change in our schools.
join today. www.mycpaa.com
CPAA IS VOICE AND POWER REALIZED • 19
Working hard for union families since 1986
School leaders, do you need a last-minute getaway? CPAA Union Plus members can save up to 50% when they book travel using Priceline. Discounts like these are just one of the values of membership. Join today. www.mycpaa.com 50 % Savings on travel for members UP TO
Your Q&As Question: With so many different issues impacting such a diverse city, how do you decide what gets published in the magazine? Answer: It’s a thoughtful process. We know that principals and assistant principals across Chicago face a wide range of challenges, so we aim to reflect that diversity in our content. The Magazine Board (made up of school leaders and CPAA staff) reviews submissions and helps guide each issue’s direction. We also stay responsive to what’s happening in the news and in our schools. That said, the final call on each issue’s content rests with the Editor. If you’re interested in being part of the Quarterly Board, we’d love to have your voice at the table. Please reach out directly to Tiphani Chaplin, Quarterly Editor, at tchaplin@mycpaa.com. Let’s connect, share, and collaborate!
THE BIG SHIFT
Let us know what you think about this issue by filling out our survey.
Our transition from an association to a union marks an important new chapter—a chapter that builds on our long tradition of standing with and for school leaders. While our structure is evolving, our core mission remains the same: to champion the needs of individual school leaders while advancing the collective strength of our profession. In becoming a union, we gain new tools such as the ability to negotiate a collective bargaining agreement in order to more effectively advocate for fair compensation, improved working conditions, and the professional autonomy every school leader deserves. Recent victories, including significant wins in compensation, show what is possible when we focus not just on individual needs, but on what’s best for all of us, together. Change can bring uncertainty, but it also brings opportunity. Every step we are taking is in pursuit of a stronger, more sustainable future—not just for school leaders, but for the students and communities we serve. We look forward to continuing this journey with you, as partners, advocates, and now, as YOUR UNION.
Contact us at news@mycpaa.com so we can visit with you!
CPAA IS VOICE AND POWER REALIZED • 21
Broken Budgeting: Principals Left Scrambling Again
BY TIPHANI CHAPLIN
Another year, another delayed school budget release and another scramble for Chicago’s school leaders.
Last month, Chicago principals were handed their school budgets built on a wildly optimistic deficit projection and told to make it all work. With just two weeks to balance the books, adjust staffing, and get Local School Council (LSC) approval, they’re racing against the clock. And the money they’re planning around? It might never come. All of this is unfolding as they’re also closing out the school year, with graduations, evaluations, and year-end responsibilities already pulling time and attention. The timing is always bad. But this process? It’s broken. Some schools saw new positions added, while others were hit with painful staffing cuts. But every principal now faces the same question: Are these numbers even real? For the people expected to lead their school communities through this maze without clear information, consistent guidance, or guaranteed funding, the process feels not only chaotic, but deeply disrespectful. “Principals are once again stuck in the middle. We are being set up as the face of the cuts that seem inevitable,” one principal said. “So we’re told that the money will come. If it doesn’t, we’ll have to make more cuts. And guess who’s the face of those cuts?” Many of the quotes shared here come from a recent member town hall held shortly after outgoing CEO Pedro Martinez made bold promises before the budget release, claiming “the mayor has the money, all he has to do is release it.” Statements like these only deepen the frustration among school leaders, making them feel powerless and silenced. The tone of certainty from the top, presented as if it were law, shuts down any real conversation with the very leaders who are expected to implement these budgets. “These quotes are anonymous because school leaders are still afraid of retaliation,” said CPAA President Troy LaRaviere. “That fear doesn’t come from nowhere. It comes from a culture where top officials make sweeping declarations, shut down dissent, and offer no real opportunity for school leaders to weigh in. When leadership relies on posturing instead of partnership, fear replaces trust and that’s when a system truly begins to break.”
Systems don’t break all at once, they fracture over time. Disinvestment chips away trust. The narrative of “us vs. them” creates damaging silos. Fear of retaliation silences voices. Promises are made but not kept. Words say one thing; actions say another. School leaders are pushed to the brink, and it starts to feel like sabotage… as if the system wants public schools to fail. But principals refuse to let their communities fail. They find ways to navigate these broken systems. Yet, as one school leader asked Chicago Board of Education President Harden at a recent Tuesday Talk, “Why? Why must we constantly find workarounds for a process that seems determined to fail all of us?” “This is an untenable situation,” said a CPAA member. “We’re being asked to plan schools around money we may never receive, explain it to our communities, and then somehow clean up the mess if the dollars disappear. That’s not leadership. It’s sabotage disguised as a process.” CPAA has long raised concerns about the district’s late and unstable budgeting practices. This year is no different. In fact, it may be worse. A Flawed Formula and a Deafening Silence Adding to the confusion, CPS made last-minute changes to the Opportunity Index, a tool previously touted as a way to drive equitable funding to schools serving the city’s most underserved students. This shift left many principals and assistant principals questioning how, or whether, the district is living up to its own promises of equity. CPAA continues to review the new budgets and index changes to fully understand the implications. But what’s already clear is that this year’s budget rollout is emblematic of a much deeper problem: a lack of transparency, consistency, and respect. Martinez never truly engaged with CPAA on budget planning or the ongoing leadership transition. Following one mostly symbolic meeting with CPAA leadership, he has repeatedly sidestepped every promise of real communication—ignoring calls, skipping meetings, and failing to respond to critical questions. Despite this, he continues to mislead by claiming he has spoken with principals who support his decisions. This continued silence from him is not just disappointing, it’s harmful.
CPAA IS VOICE AND POWER REALIZED • 23
“Our communities are not stupid,” said one principal. “They know this is political wrangling. The outgoing CEO wants to put the blame on the mayor. Our students are NOT going to be the casualties in this war. We won’t have it.” “We had no say in a budget built on dollars the district doesn’t yet have,” said CPAA Chief of Staff and Lead Negotiator Kia Banks. “Yet principals are required to build their schools around it, present it to staff and families, and prepare to defend it… possibly with no safety net. We’re calling on CPS to provide written assurance that once this labor-intensive process is complete, school leaders won’t be forced to do it all over again.” A System Set Up to Fail CPS directives require principals to finalize their budgets within a short, fixed time frame and secure LSC approval, yet the district itself is under no such obligation to provide the funding information in a timely, accurate manner. This imbalance is frustrating and damaging to the reputations of school leaders and the reputation of the district. CPAA President Troy LaRaviere called on district leaders to stop undermining the very people responsible for building successful school communities. “School leaders want to focus on creating efficiencies and supporting students,” said CPAA President Troy LaRaviere. “But they can’t do that without clarity, consistency, and respect. They deserve to know that the plans they work so hard to create won’t be erased by shifting numbers in July, or worse, in the middle of the school year.” This isn’t new. School leaders have been here before. A decade ago, budgets dropped even later than this. In more recent years, principals were forced to scramble midyear when CPS pulled funds after schools had already staffed up, forcing some to beg for donations just to keep essential positions. Many lost staff. Some lost programs. “Those weren’t just numbers on a spreadsheet,” one principal shared. “Those were people… people who served students with care and integrity. And we were the ones who had to look them in the eye and deliver the news.”
Some will argue that tough decisions come with the job. But these aren’t decisions based on new or unforeseen challenges. These are manufactured crises set in motion by unstable planning, shifting rules, and a system that keeps principals in the dark. “Principals are planners. We’re strategic by nature,” Banks added. “When we’re denied the basic tools and consistent resources required for that planning, the message is clear: Our work isn’t valued, and student success isn’t the real goal.” The burden doesn’t stop at spreadsheets. It spills into school communities, where principals are left to explain the unexplainable. “Starting over, having to go back to our staff, our LSCs, our parents, makes it look like we’re the problem,” said one administrator. “But when the numbers fall apart, will CPS leadership take the blame? Or are we left to hope that our school communities understand what we’re up against and don’t hold it against us when contract time comes around?” Principals feel they are being asked to spend our summer propping up what looks more like a symbolic budget than a real one. “We want to focus on our students,” said an assistant principal via Zoom. “We want to celebrate their milestones. Instead, we’re being pulled into a shell game. We’re being forced to participate in a process that feels
We want to focus on our students. We want to celebrate their milestones. Instead, we’re being pulled into a shell game.
rigged, misleading, and not grounded in reality, where the numbers and answers keep changing, and the truth is impossible to pin down.”
CPAA is currently assembling a support team to assist principals during this critical budget window. But the association is also looking ahead. The union plans to push for stronger collective bargaining provisions that guarantee timely, fact-based budgets and require real engagement with school leaders before decisions are made. “We may not have had a real say in the budget process this year,” LaRaviere said. “But we are organizing to ensure we have a say in it for every year to come.”
24 • CPAA QUARTERLY MAG | Q3 AND Q4 2025
WHAT SCHOOL LEADERS CAN DO TO INSULATE THEMSELVES FROM THE ANNUAL BUDGET MESS
As CPAA Treasurer and McAuliffe Principal Ryan Belville reminded us, “This moment underscores just how critical relationships are. When a budget rolls out that might need to shift, when a policy limits what we can say, or when complex challenges arise, we need relationships that allow us to speak freely and be understood, not punished.” Too often, principals are stuck enforcing policies we didn’t create, taking blame for decisions we didn’t make. “But if we’ve built trust with CPS leadership, with our communities, we’re no longer alone in that work.” Belville added, “These relationships don’t just protect us… they nurture us. Let’s not carry this burden in isolation. Let’s communicate, show up, explain, and be visible. Let’s walk the neighborhoods, attend the meetings, and build the kind of community trust that stands with us when the next inevitable crisis hits.” He also emphasized the role of CPAA in helping school leaders stand strong in moments like this: “We need to rely on each other and lean on our union, not just for contract protections but for the collective strength that reminds us we’re not in this alone. CPAA is here to lift our voices, to push for the systems we deserve, and to be the foundation we need when it feels like everything else is shifting beneath us.” Another year, another scramble… manufactured not by chance, but by a broken process. Yet Chicago’s principals continue to show up, not because the system supports them, but because their schools and communities need them. “No matter who’s in charge downtown, it’s school leaders who carry the
While CPAA fights for structural change, here are a few proactive steps principals and assistant principals can take to protect their time, teams, and communities: 1. Document Everything Keep clear records of budget communications, changes in staffing, and discussions with network leaders and LSCs. Documentation is your best protection if your decisions are later challenged. 2. Lean on CPAA Support Contact CPAA’s Budget Response Team with questions or concerns. We’re reviewing each change and can help you analyze impacts, prepare responses, or advocate directly with CPS when necessary. 3. Communicate Carefully Be transparent with your LSC and staff about what is known and what is still uncertain. You are not expected to defend flawed processes only to operate with integrity within them. 4. Avoid Making Irreversible Decisions Too Quickly Where possible, delay major commitments (e.g., offers to candidates or major program cuts) until funding is confirmed. Budget flexibility is key in times of uncertainty. 5. Lean Into Partnerships Be transparent with your school community. Share the challenges and constraints you face with your LSCs, PTAs, and parent groups. Educate them on the budget process by offering training or information sessions. This builds understanding and ensures you’re not left carrying the blame for factors beyond your control. 6. Join CPAA Budget Advocacy Get involved in our budget campaign and collective bargaining negotiations focus groups. Every active member strengthens our voice and brings us one step closer to changing this broken system.
weight, who make things work, who show up with solutions,” said CPAA President Troy LaRaviere. “We don’t operate on wishes. We operate on what’s real.”
We don’t operate on wishes. We operate on what’s real.
Principals don’t lead alone. We lead in partnership. And it’s time CPS leadership did the same, during budget season and beyond. “We have the principals,” said CPAA President Troy LaRaviere. “We have the people with the knowledge, the experience, and the solutions. All we need now is leadership willing to listen.”
CPAA IS VOICE AND POWER REALIZED • • 25
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