CMS  Talent Effectiveness   Reform Work	<br />Charlotte Chamber of Commerce<br />Workforce & Labor: Talent Development fro...
Organizational Profile<br />Diverse Urban District<br />Serves 138,181 students annually<br />$1.2B annual operating budge...
Organizational Results<br />Overall improvement in tested subjects since 2005-06<br />Every student receiving a full year ...
Progress was made in 25 of 25 areas (2005-06 to 2010-11)<br />4<br />
- 80 is equivalent to 1 year’s growth for 1 year’s instruction.<br />- The data for 1/7A1, 1/7A2 and 1/7B are being compar...
Cohort Graduation Rate<br />6<br />
Notable Achievements<br />2010-11 Broad Prize for Urban Education finalist (only 5 districts selected nationally) given by...
The Talent Reform Work<br />Talent Attraction – Hiring the best!<br />Performance Improvement<br />Maximize impact of high...
Human Capital Management<br />Recognition/Rewards<br />Performance<br />Management<br />                         Training ...
Current Challenges<br />Uncompetitive perception of profession<br />Intellectual challenge<br />Pay (immediate/potential)<...
Need from You<br />Strong Board leadership<br />Attraction of stellar superintendent<br />Lobby Raleigh for regulation ref...
Workforce Foundation – our public K-12 system, what businesses need to know about school reforms
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Workforce Foundation – our public K-12 system, what businesses need to know about school reforms

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Presented by Dan Habrat, chief of human resources at Charlotte-Mecklenburg Schools, for the 2011 Charlotte Chamber Workforce Summit

Published in: Education, Business
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  • Numbers: Whole % point improvements
  • Approx. 2,500 students did not graduate when expected.
  • Workforce Foundation – our public K-12 system, what businesses need to know about school reforms

    1. 1. CMS Talent Effectiveness Reform Work <br />Charlotte Chamber of Commerce<br />Workforce & Labor: Talent Development from Classroom to Career<br />Dan Habrat, Chief Human Resources Officer<br />Charlotte-Mecklenburg Schools<br />
    2. 2. Organizational Profile<br />Diverse Urban District<br />Serves 138,181 students annually<br />$1.2B annual operating budget<br />Ranked 19th among U.S. school districts (by size)<br />159 schools<br />8,565 teachers, 6,415 classroom support, 1,037 admin/support<br />
    3. 3. Organizational Results<br />Overall improvement in tested subjects since 2005-06<br />Every student receiving a full year of growth since 2008<br />Improving graduation rates <br />(2010-11 - 73.6%)<br />Making slow, but steady progress at closing student achievement gap<br />
    4. 4. Progress was made in 25 of 25 areas (2005-06 to 2010-11)<br />4<br />
    5. 5. - 80 is equivalent to 1 year’s growth for 1 year’s instruction.<br />- The data for 1/7A1, 1/7A2 and 1/7B are being compared to 1/1.<br />- 2005-06 data does not allow disaggregation by ethnicity or economics.<br />- By 2008-09 and beyond, on average, students in CMS exceeded 1 year’s worth of growth for 1 year’s instruction, as seen in the higher frequency of areas coded in green.<br />Growth Data<br />5<br />
    6. 6. Cohort Graduation Rate<br />6<br />
    7. 7. Notable Achievements<br />2010-11 Broad Prize for Urban Education finalist (only 5 districts selected nationally) given by Eli and Edythe Broad Foundation<br />U.S. Secretary of Education Arne Duncan visited Sterling Elementary in September 2010 to learn more about the district's Strategic Staffing Initiative, which places highly effective principals in low-performing schools<br />District accreditation from 2010 AdvancEd, the world's largest educational network<br />Significant Investments (local and national): <br />Local Foundations & Groups: Project Lift<br />Gates: METS - Measuring Effective Teaching Research Project<br />Wallace: Principal Development<br />
    8. 8. The Talent Reform Work<br />Talent Attraction – Hiring the best!<br />Performance Improvement<br />Maximize impact of high performers<br />Manage off poor performers<br />Retention – Retain the best!<br />Strategic Plan 2014<br />
    9. 9. Human Capital Management<br />Recognition/Rewards<br />Performance<br />Management<br /> Training &<br /> Development<br /> Induction<br />Preparation<br />Sourcing<br />Career Building<br />Certification<br />
    10. 10. Current Challenges<br />Uncompetitive perception of profession<br />Intellectual challenge<br />Pay (immediate/potential)<br />Environment<br />Highly intrusive and disruptive regulatory model (political)<br />Statutes/regsdisjointed with talent management/operational cycle<br />Few options to recognize/reward high performers<br />6-12 month average to manage out poor performers<br />Culture resistant to change<br />
    11. 11. Need from You<br />Strong Board leadership<br />Attraction of stellar superintendent<br />Lobby Raleigh for regulation reform<br />Build up teaching profession<br />

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