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Improvement science (IS) is an emerging approach to school and district reform. This paper reports initial learnings from a multi-year partnership designed to implement IS in the district’s school improvement processes. Findings reveal significant differences between faculty and district administrators’ thinking about improvement. These differences likely influence the development of the partnership. In particular, district administrators place a heightened emphasis on improvement as both a core leadership orientation and practice. The paper argues for collaborative faculty/district research to examine improvement practices and issues in context. The findings have implications for the placement of leaders in open administrative positions, selection of schools for improvement science initiatives, and development of university-based program curriculum. Recommendations for university-based preparation are included.