The survey asks Chicago principals to rate their overall satisfaction.

Learn more about Chicago’s efforts to increase satisfaction and retention in The Fund’s 2016 Retention Progress Report.

69%

of principals say they are SATISFIED.

75%

of principals with 0-2 years experience say they are SATISFIED.

65%

of principals with 3-4 years experience say they are SATISFIED.

69%

of principals with 5+ years experience say they are SATISFIED.

70%

of district principals say they are SATISFIED.

65%

of charter and contract principals say they are SATISFIED.

69%

of elementary school principals say they are SATISFIED.

71%

of high school principals say they are SATISFIED.

The survey asks Chicago principals if the support and feedback they receive from their immediate managers is key to improving their performance.

Learn more about how The University of Illinois at Chicago is supporting CPS’ principal managers.

7 out of 10 principals AGREE.

8 out of 10 principals with 0-2 years of experience AGREE.

7 out of 10 principals with 3-4 years of experience AGREE.

6 out of 10 principals with 5+ years of experience AGREE.

7 out of 10 district principals AGREE.

6 out of 10 charter and contract principals AGREE.

7 out of 10 elementary school principals AGREE.

6 out of 10 high school principals AGREE.

The survey asks Chicago principals how long they would stay in their role if conditions were ideal.**

Learn more about programs designed to help keep top principals for at least five years. 

  • <1 Year (3%)
  • 1-3 Years (11%)
  • 4-5 Years (17%)
  • 5+ years (69%)

Percentage of principal respondents

  • <1 Year (3%)
  • 1-3 Years (11%)
  • 4-5 Years (17%)
  • 5+ years (69%)

Percentage of principal respondents3

  • <1 Year (2%)
  • 1-3 Years (4%)
  • 4-5 Years (12%)
  • 5+ years (82%)

Percentage of principal respondents

  • <1 Year (1%)
  • 1-3 Years (14%)
  • 4-5 Years (19%)
  • 5+ years (66%)

Percentage of principal respondents

  • <1 Year (5%)
  • 1-3 Years (13%)
  • 4-5 Years (19%)
  • 5+ years (63%)

Percentage of principal respondents

  • <1 Year (2%)
  • 1-3 Years (4%)
  • 4-5 Years (12%)
  • 5+ years (82%)

Percentage of principal respondents

  • <1 Year (1%)
  • 1-3 Years (14%)
  • 4-5 Years (19%)
  • 5+ years (66%)

Percentage of principal respondents

  • <1 Year (5%)
  • 1-3 Years (13%)
  • 4-5 Years (19%)
  • 5+ years (63%)

Percentage of principal respondents

  • <1 Year (3%)
  • 1-3 Years (10%)
  • 4-5 Years (17%)
  • 5+ years (70%)

Percentage of principal respondents

  • <1 Year (7%)
  • 1-3 Years (16%)
  • 4-5 Years (17%)
  • 5+ years (60%)

Percentage of principal respondents

  • <1 Year (3%)
  • 1-3 Years (10%)
  • 4-5 Years (17%)
  • 5+ years (70%)

Percentage of principal respondents

  • <1 Year (7%)
  • 1-3 Years (16%)
  • 4-5 Years (17%)
  • 5+ years (60%)

Percentage of principal respondents

  • <1 Year (2%)
  • 1-3 Years (11%)
  • 4-5 Years (17%)
  • 5+ years (70%)

Percentage of principal respondents

  • <1 Year (6%)
  • 1-3 Years (14%)
  • 4-5 Years (17%)
  • 5+ years (63%)

Percentage of principal respondents

  • <1 Year (2%)
  • 1-3 Years (11%)
  • 4-5 Years (17%)
  • 5+ years (70%)

Percentage of principal respondents

  • <1 Year (6%)
  • 1-3 Years (14%)
  • 4-5 Years (17%)
  • 5+ years (63%)

Percentage of principal respondents

The survey asks Chicago principals to rate their satisfaction relative to last year.

Are you or your organization working to improve principal satisfaction in the 2016-17 school year? Tell us about it here.

  • Much less satisfied (21%)
  • Somewhat less satisfied (29%)
  • About the same (28%)
  • Somewhat more satisfied (14%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (21%)
  • Somewhat less satisfied (29%)
  • About the same (28%)
  • Somewhat more satisfied (14%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (7%)
  • Somewhat less satisfied (19%)
  • About the same (39%)
  • Somewhat more satisfied (28%)
  • Much more satisfied (7%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (25%)
  • Somewhat less satisfied (30%)
  • About the same (24%)
  • Somewhat more satisfied (12%)
  • Much more satisfied (9%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (21%)
  • Somewhat less satisfied (30%)
  • About the same (28%)
  • Somewhat more satisfied (13%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (7%)
  • Somewhat less satisfied (19%)
  • About the same (39%)
  • Somewhat more satisfied (28%)
  • Much more satisfied (7%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (25%)
  • Somewhat less satisfied (30%)
  • About the same (24%)
  • Somewhat more satisfied (12%)
  • Much more satisfied (9%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (21%)
  • Somewhat less satisfied (30%)
  • About the same (28%)
  • Somewhat more satisfied (13%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (22%)
  • Somewhat less satisfied (30%)
  • About the same (27%)
  • Somewhat more satisfied (12%)
  • Much more satisfied (9%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (12%)
  • Somewhat less satisfied (22%)
  • About the same (38%)
  • Somewhat more satisfied (24%)
  • Much more satisfied (4%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (22%)
  • Somewhat less satisfied (30%)
  • About the same (27%)
  • Somewhat more satisfied (12%)
  • Much more satisfied (9%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (12%)
  • Somewhat less satisfied (22%)
  • About the same (38%)
  • Somewhat more satisfied (24%)
  • Much more satisfied (4%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (20%)
  • Somewhat less satisfied (30%)
  • About the same (27%)
  • Somewhat more satisfied (15%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (23%)
  • Somewhat less satisfied (26%)
  • About the same (31%)
  • Somewhat more satisfied (12%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (20%)
  • Somewhat less satisfied (30%)
  • About the same (27%)
  • Somewhat more satisfied (15%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

  • Much less satisfied (23%)
  • Somewhat less satisfied (26%)
  • About the same (31%)
  • Somewhat more satisfied (12%)
  • Much more satisfied (8%)

Percentage of principal respondents who have at least one year of experience

The survey asks Chicago principals to rank what would most increase their satisfaction.

  • Decrease compliance (58%)
  • Improve special education resources (45%)
  • Increase hiring authority (39%)
  • Improve communication to principals (36%)
  • Revise compensation (34%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (58%)
  • Improve special education resources (45%)
  • Increase hiring authority (39%)
  • Improve communication to principals (36%)
  • Revise compensation (34%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (60%)
  • Improve special education resources (48%)
  • Increase hiring authority (44%)
  • Differentiate principal professional learning (39%)
  • Improve support from parents and community (37%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (55%)
  • Improve special education resources (47%)
  • Increase hiring authority (45%)
  • Revise compensation (42%)
  • Ownership of teacher professional learning (35%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (59%)
  • Improve special education resources (44%)
  • Improve communication to principals (42%)
  • Revise compensation (35%)
  • Increase hiring authority (34%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (60%)
  • Improve special education resources (48%)
  • Increase hiring authority (44%)
  • Differentiate principal professional learning (39%)
  • Improve support from parents and community (37%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (55%)
  • Improve special education resources (47%)
  • Increase hiring authority (45%)
  • Revise compensation (42%)
  • Ownership of teacher professional learning (35%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (59%)
  • Improve special education resources (44%)
  • Improve communication to principals (42%)
  • Revise compensation (35%)
  • Increase hiring authority (34%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (62%)
  • Improve special education resources (44%)
  • Increase hiring authority (40%)
  • Improve communication to principals (38%)
  • Revise compensation (34%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Improve special education resources (52%)
  • Improve communication to principals (42%)
  • Differentiate principal professional learning (40%)
  • Improve support from parents and community (38%)
  • Decrease compliance (37%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (62%)
  • Improve special education resources (44%)
  • Increase hiring authority (40%)
  • Improve communication to principals (38%)
  • Revise compensation (34%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Improve special education resources (52%)
  • Improve communication to principals (42%)
  • Differentiate principal professional learning (40%)
  • Improve support from parents and community (38%)
  • Decrease compliance (37%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (59%)
  • Improve special education resources (48%)
  • Increase hiring authority (40%)
  • Improve communication to principals (38%)
  • Revise compensation (33%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (56%)
  • Revise compensation (38%)
  • Improve special education resources (37%)
  • Increase hiring authority (35%)
  • Improve communication to principals (32%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (59%)
  • Improve special education resources (48%)
  • Increase hiring authority (40%)
  • Improve communication to principals (38%)
  • Revise compensation (33%)

Percentage of principal respondents who selected this strategy in their top four choices

  • Decrease compliance (56%)
  • Revise compensation (38%)
  • Improve special education resources (37%)
  • Increase hiring authority (35%)
  • Improve communication to principals (32%)

Percentage of principal respondents who selected this strategy in their top four choices

The survey asks Chicago principals to rank the professional development opportunities and supports that would be most impactful.

Learn more about how Chicago’s top principals are providing these kinds of supports to their peers in the 2016-17 school year.

  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (43%)
  • Use data strategically (43%)
  • Expand personal leadership capacity (41%)
  • Mobilize staff and community (39%)

Percentage of principal respondents who selected this option among their top four choices

  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (43%)
  • Use data strategically (43%)
  • Expand personal leadership capacity (41%)
  • Mobilize staff and community (39%)

Percentage of principal respondents who selected this option among their top four choices

  • Expand personal leadership capacity (48%)
  • Coach teachers in specific subject areas (46%)
  • Implement professional learning effectively (41%)
  • Mobilize staff and community (41%)
  • Use time effectively (40%)

Percentage of principal respondents who selected this option among their top four choices

  • Mobilize staff and community (46%)
  • Expand personal leadership capacity (43%)
  • Use data strategically (40%)
  • Distribute leadership among staff (39%)
  • Use time effectively (38%)

Percentage of principal respondents who selected this option among their top four choices

  • Coach teachers in specific subject areas (49%)
  • Implement professional learning effectively (48%)
  • Use data strategically (47%)
  • Distribute leadership among staff (37%)
  • Expand personal leadership capacity (37%)

Percentage of principal respondents who selected this option among their top four choices

  • Expand personal leadership capacity (48%)
  • Coach teachers in specific subject areas (46%)
  • Implement professional learning effectively (41%)
  • Mobilize staff and community (41%)
  • Use time effectively (40%)

Percentage of principal respondents who selected this option among their top four choices

  • Mobilize staff and community (46%)
  • Expand personal leadership capacity (43%)
  • Use data strategically (40%)
  • Distribute leadership among staff (39%)
  • Use time effectively (38%)

Percentage of principal respondents who selected this option among their top four choices

  • Coach teachers in specific subject areas (49%)
  • Implement professional learning effectively (48%)
  • Use data strategically (47%)
  • Distribute leadership among staff (37%)
  • Expand personal leadership capacity (37%)

Percentage of principal respondents who selected this option among their top four choices

  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (44%)
  • Use data strategically (43%)
  • Expand personal leadership capacity (41%)
  • Distribute leadership among staff (39%)

Percentage of principal respondents who selected this option among their top four choices

  • Expand personal leadership capacity (48%)
  • Mobilize staff and community (46%)
  • Use time effectively (45%)
  • Use data strategically (43%)
  • Coach teachers in specific subject areas (41%)

Percentage of principal respondents who selected this option among their top four choices

  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (44%)
  • Use data strategically (43%)
  • Expand personal leadership capacity (41%)
  • Distribute leadership among staff (39%)

Percentage of principal respondents who selected this option among their top four choices

  • Expand personal leadership capacity (48%)
  • Mobilize staff and community (46%)
  • Use time effectively (45%)
  • Use data strategically (43%)
  • Coach teachers in specific subject areas (41%)

Percentage of principal respondents who selected this option among their top four choices

  • Use data strategically (45%)
  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (44%)
  • Expand personal leadership capacity (42%)
  • Distribute leadership among staff (37%)

Percentage of principal respondents who selected this option among their top four choices

  • Mobilize staff and community (46%)
  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (41%)
  • Distribute leadership among staff (39%)
  • Expand personal leadership capacity (38%)

Percentage of principal respondents who selected this option among their top four choices

  • Use data strategically (45%)
  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (44%)
  • Expand personal leadership capacity (42%)
  • Distribute leadership among staff (37%)

Percentage of principal respondents who selected this option among their top four choices

  • Mobilize staff and community (46%)
  • Coach teachers in specific subject areas (44%)
  • Implement professional learning effectively (41%)
  • Distribute leadership among staff (39%)
  • Expand personal leadership capacity (38%)

Percentage of principal respondents who selected this option among their top four choices

The survey asks Chicago principals if their management organization** communicates a vision that is motivating.

Read Success Starts Here, the newly released vision for Chicago Public Schools.

39%

of principals AGREE.

46%

of principals with 0-2 years experience AGREE.

39%

of principals with 3-4 years experience AGREE.

36%

of principals with 5+ years experience AGREE.

35%

of district principals AGREE.

64%

of charter and contract principals AGREE.

38%

of elementary school principals AGREE.

42%

of high school principals AGREE.

The survey asked Chicago principals if they would like to be involved in shaping policy decisions at the city level.

Learn more about how the Chicago Principals Fellows are shaping programs and policy in Chicago’s public schools.

78%

of principals AGREE.

75%

of principals with 0-2 years experience AGREE.

83%

of principals with 3-4 years experience AGREE.

77%

of principals with 5+ years experience AGREE.

79%

of district principals AGREE.

68%

of charter and contract principals AGREE.

77%

of elementary school principals AGREE.

81%

of high school principals AGREE.

The members of The Chicago Principal Partnership provide our city’s principals with the tools, resources and tailored professional development opportunities they need to make the greatest impact on the schools they lead.

We are all committed to strong principals in every public school. Sign up to receive regular updates from The Chicago Principal Partnership.

Navigate our principal survey results by question: