This case study describes how an urban school system evolved to support an externally developed and externally introduced whole-school reform (WSR) effort. Based on interview data with school district staff and external partners, it analyzes a central office reorganization that placed all schools implementing a combination of Direct Instruction (DI) and Core Knowledge (CK) reforms into one administrative area under a single area executive officer (instead of within their geographic administrative areas). It addresses how the creation of a DI Area grouping all DI/CK schools together facilitated the continued implementation of the reform models, as well as problems perceived with the new central office arrangement. Although limited by reliance on qualitative school-level data from the early years of the reform's implementation, this study's conclusions contribute to the small but growing research literature on the role of school systems-and, in particular, central office administrators-in creating supportive structures for WSR to achieve the best possible student achievement results.