Ellen Rosenfeld – District 4

Throughout my adult life, I’ve dedicated myself to uplifting the lives of underserved children within Chicago Public Schools. My journey has been fueled by a deep commitment to ensuring that every family has a voice and every child has the opportunity to thrive.I am the only candidate to help run a CPS Parent University. We offer free programming that empowers parents to actively engage in their child’s education. This initiative not only strengthens family involvement but also builds a supportive community around our students. As a FACE Specialist, I’ve worked closely with families to help them navigate the complexities of CPS, ensuring they find the best educational fit for their children. I began my career in education as a 3rd grade teacher at two under resourced schools, Hartigan and Dulles Elementary School. I recognize that systemic racism is woven into the fabric of our educational system, impacting students citywide. If elected to the Board of Education, I will be relentless in my efforts to dismantle these barriers. I’ll advocate for policies that promote equity, inclusivity, and access, ensuring that all students and families have the support they deserve. Together, we can create a more just and equitable education system for every child in Chicago.

My long-term vision for Chicago Public Schools is bold: I envision a fully equitable, transparent, and well-funded school system where every student, no matter their background, has access to a high-quality education. This is not just a dream; it’s a commitment to building a brighter future for all our children.

Having spent almost 30 years as both a CPS employee and a parent, I understand the challenges our schools face. I will champion policies that prioritize fair funding, expand dual-language programs, and enhance mental health support for our students. It’s essential to create an environment where every child feels safe, supported, and empowered to succeed.

To achieve this vision, I believe in the power of collaboration. By forging strong partnerships with corporations and community organizations, we can bring in vital resources and opportunities that enrich our schools. Together, we can transform CPS into a place where every student thrives, and no one is left behind.

I believe that true engagement starts with listening and connecting. In the 4th district, we have a vibrant community, and I plan to harness that by hosting regular meetings where every voice matters. It’s crucial to foster open lines of communication with Local School Council leaders—they are the heartbeat of our neighborhoods. I’ll ensure that their insights are not only heard but actively sought out through feedback sessions with all stakeholders.

My guiding question will always be: “Whose voice is missing from the table?” I am committed to including everyone, especially those who feel overlooked. Genuine community engagement means amplifying these voices and making sure their concerns shape our board decisions.

While my primary focus will be on advocating for the students in our district 4, I’m equally passionate about the needs of all students across Chicago. It’s essential to prioritize equity, particularly for those in under-resourced areas. Together, we can create a system where every child’s needs are acknowledged and addressed, fostering a brighter future for all.

To address CPS’s budget challenges, I would start by advocating for an independent audit of the district’s $10 billion budget. Transparency is key to ensuring that every dollar is being used wisely. Beyond that, I’d look toward innovative solutions, like forming strategic partnerships with major corporations based right here in Chicago. Imagine the potential if companies like Google, Microsoft, and the more than 30 other Fortune 500 companies headquartered in our city joined forces with CPS. These companies could offer not just financial support but also invaluable resources and real-world opportunities for our students. I’ve seen this kind of collaboration in action when Lettuce Entertain You partnered with my 3rd-grade class at Hartigan Elementary—sponsoring holiday gifts, a downtown trip, and a special Christmas lunch. Partnerships like these could help bridge funding gaps while enriching the educational experience. Let’s build bridges between the business world and our schools to create a brighter future for Chicago’s students.

To ensure equitable funding for all schools, CPS must adopt a balanced approach that addresses both the needs of under-resourced schools and the continued support of high-performing schools. The Board should implement a funding model that considers both the immediate needs and the growth potential of schools, ensuring that even high-performing schools in areas like District 4 receive the necessary support to maintain their success.

An equitable funding model does not equate to equal funding for all schools; rather, it means allocating resources based on the unique needs of each school. This approach should consider factors such as poverty levels, special education requirements, and the specific challenges faced by different neighborhoods. By aligning resources to meet the distinct needs of each school, we can ensure that every student has access to high-quality programs, innovative initiatives, and comprehensive student support services. This way, all schools—whether struggling or successful—can thrive and contribute to the overall success of the district.

I will advocate for policies that prioritize equitable resource allocation like additional funding for staffing, technology, and after-school programs. We must expand mentorship, tutoring and enrichment programs that are relevant to Black and Brown students. I will prioritize curriculum that is culturally relevant and work with local organizations and businesses for internships and career development. Mental health support will be a vital program to expand for all students, especially in these areas

To ensure the Black Student Achievement Committee is successfully implemented, I would advocate for establishing clear timelines, accountability measures, and transparent communication from the Board to the public. Parents and community members deserve to see a detailed plan for how the committee will be formed, staffed, and funded.

I would push for specific budget allocations to support this critical initiative, ensuring we hire experts in Black student achievement, equity, and community engagement. This committee must have the resources and expertise necessary to create meaningful change. Regular progress reports, coupled with opportunities for community input, will be essential to keep the committee on track and responsive to the needs of our Black students. By maintaining a strong connection with families and stakeholders, we can ensure the committee’s long-term success in closing the achievement and opportunity gap.

I believe selective enrollment schools, magnet schools and other options play a vital role in our education system, especially in District 4, where their students constantly produce strong educational outcomes. Eliminating these options would only serve to create a worse educational experience for the students, and I believe parents should have the option to choose what is best for their children. The challenge of funding inequalities should not be addressed by redistributing resources away from high-performing schools. Instead, we must find alternative sources of funding and streamline the CPS budget to eliminate inefficiencies. Ultimately, our goal is to grow educational equity while preserving the exceptional educational landscape already embedded in many schools across CPS.

The goal of any bilingual education is to ensure our students will be able to listen, speak, read, and write proficiently in both languages. I support a dual-language approach to bilingual education. This is effective because it brings together native speakers of both languages in the same classroom. As more families join the CPS community, this approach will not only foster language learning, but also promote multicultural understanding. I will prioritize helping many more of our CPS schools become dual-language academies.

Addressing the ongoing school bussing challenges in CPS, particularly for special education students is crucial to ensuring equitable access to education. I will prioritize a plan to tackle this issue. I want to start by acknowledging driver shortages. CPS must offer competitive wages, benefits, and incentives, such as signing bonuses, to attract qualified bus drivers. Additionally, we have to work with city colleges or workforce development programs to create a pipeline for training and licensing new bus drivers and collaborate with our CTE program already in high schools to offer training and licensing new bus drivers. Another goal of mine is to collaborate with groups like CPS Parents for Busses, which have done a lot of research on this topic. In terms of special education resources I will push for regular audits of special education programs to hold the district accountable. Also, after a deep understanding of the use of the $10 billion budget we will need to ensure there is enough funding and staffing for special education including paraprofessionals and specialists, to meet diverse student needs.

Yes, I fully support implementing and funding CPS’s new school safety plan. I like that it goes beyond just physical security. To truly improve safety and create a positive learning environment, we must prioritize mental health resources, expand restorative justice programs, and ensure we have staff trained in conflict resolution. Strong, trusting relationships between students, teachers, and families are essential for creating schools where everyone feels valued and heard.

I envision schools where every student feels a deep sense of belonging, where diversity is celebrated, and where both teachers and students can express themselves authentically in a safe space. When we foster respect and understanding, we not only create safer schools, but we also cultivate communities where every individual has the chance to thrive.

First, we must solve the transportation problem in CPS. Its hard to talk about absenteeism if we are not ensuring a free, safe route to school. I will begin with a hard look at the budget to understand and solve busing. Also, we need to find out why students are absent and make sure schools are meeting families needs and understanding the root causes of absenteeism. We want every student to see our schools as safe, warm, welcoming and a place to learn. I’d push for wraparound services, such as access to mental health supports for CPS families and students . Lastly, we must use our Parent Universities to educate our families and students on the importance of daily attendance.

To expand dual credit opportunities within CPS, I will prioritize building strong partnerships between CPS and local colleges. This will ensure that more high schools have access to these valuable programs. Increasing funding and resources for teacher training is also important because teachers must obtainl credentials to offer dual credit courses. As a parent, I understand the importance of educating both parents and students about the long-term benefits of dual credit programs. By raising awareness about how these opportunities can significantly reduce college costs and better prepare students for success after high school, we can increase participation. Through these efforts, we can make sure that more CPS students are able to get a head start on earning college credits, opening doors to higher education and future career opportunities.

To ensure all students receive high-quality, evidence-aligned instruction, I believe we must balance autonomy at the school level with the implementation of proven, district-wide resources. While schools should retain flexibility to tailor their curriculum to the unique needs of their students and communities, we must give attention to a framework that ensures consistency and academic rigor across the district. I would advocate for supporting principals and school leaders by reducing administrative burdens, enabling them to focus more on instructional leadership. Professional development for teachers and school leaders is essential to ensure that all curriculums are implemented effectively. Principals and teachers must receive ongoing training in the latest evidence-based instructional practices to make the most of resources. By investing in professional development and reducing the bureaucratic demands on principals, we allow school leaders to focus on driving academic improvement which will build a strong school culture, and foster student success. Ultimately, a collaborative approach that supports both district-wide curriculum adoption and school-level customization will ensure that all students are taught using high-quality, evidence-aligned materials.

The Board needs to take a more active role in incorporating the input of the LSCs. As the Board member for District 4, I will attend a meeting of each school’s LSC and will use this time to formally update the LSC as to my work on the Board and listen to the problems and solutions the LSC discusses. Having served as the chair of an LSC and on the LSCAB, I know how critical collaboration with the district is. I will use that experience to maintain a working relationship with the Chairperson of each LSC and strive to keep them all up-to-date and well-informed about the issues handled by the Board. In addition, I will periodically organize a roundtable of LSC chairs and invite them all to attend all board of education meetings so that I can hear their perspectives in a more communal setting. I will use the awareness I gain from these interactions to inform my votes and decisions on the Board to ensure that I can continuously serve the best interests of the students and families.

Being a principal is one of the most demanding roles in CPS, and principals need substantial autonomy to effectively lead their schools and meet the unique needs of their students. Reducing bureaucratic red tape is essential to allow principals to focus on driving student success and fostering innovation without being hindered by district-wide mandates. This freedom enables them to respond to their school’s specific challenges and opportunities, while still being accountable to district-wide standards for consistency and equity.

When it comes to hiring and retaining principals, Local School Councils (LSCs) should have the primary decision-making authority, as they are most familiar with their school’s needs and community. The district’s role should be to support LSCs by developing strong leadership pipelines and offering training, but ultimately, the LSCs are best positioned to decide if a principal is the right fit for their school. This balance ensures local leadership while maintaining district-wide support and accountability.

To make schools more welcoming and increase enrollment, I would advocate for repurposing the vacant school buildings as community hubs that serve children, families, and the wider community. These buildings could offer after-school programs, job training, childcare, and health services. We should partner with local organizations and businesses so that we all share in ownership of these spaces, making them vital to the neighborhood. To fund this initiative, I would explore public-private partnerships, TIF funds, and pursue grants designed to revitalize communities. I believe one way to address the districts capital needs is to invest in energy efficient initiatives because they present a significant opportunity for cost savings within the district. Over time, the district can reduce its energy expenditures, allowing for a more efficient allocation of resources. This approach has been successfully implemented by hundreds of school districts across the state, yielding both financial and environmental benefits. Through these savings, CPS can reinvest in further capital improvements, enhancing the district’s overall sustainability and fiscal health.

In approaching the collective bargaining process, I will prioritize collaboration, transparency, and shared accountability. My focus will be on fostering open and respectful dialogue among teachers, principals, and district leadership, with the shared goal of improving student experiences and outcomes. By ensuring that all parties are aligned in their commitment to what is best for students—whether it’s class sizes, resources, or teacher support—we will create a productive environment for negotiations.

It’s essential that the bargaining process respects the critical roles educators and principals play while also focusing on agreements that ultimately benefit students. The challenge is in finding common ground that balances the needs of educators with the best interests of students. It is imperative that every decision must be centered on enhancing student experiences and ensuring that every student has the opportunity to thrive.

There are several key issues in our subdistrict that I am committed to addressing. First, it’s essential that labor negotiations prioritize keeping schools open and preventing any disruptions to classroom instruction. Ensuring students are in school every day is critical to their success. Another pressing issue is closing the achievement gap; I believe that every school, regardless of location, must have the resources and support necessary to help students thrive.

Additionally, school safety remains a major concern, and I will work with families, educators, and the community to create safe, welcoming environments for all students.

While there are many challenges to address, I am confident that through collaboration and open communication, we can develop effective solutions that benefit every student in our subdistrict. Together, we can work toward creating equitable, high-quality education for all.