workforce foundation – our public k-12 system, what businesses need to know about school reforms
DESCRIPTION
Presented by Dan Habrat, chief of human resources at Charlotte-Mecklenburg Schools, for the 2011 Charlotte Chamber Workforce SummitTRANSCRIPT
CMS Talent Effectiveness Reform Work
CMS Talent Effectiveness Reform Work
Charlotte Chamber of CommerceWorkforce & Labor: Talent Development from Classroom to Career
Dan Habrat, Chief Human Resources OfficerCharlotte-Mecklenburg Schools
Charlotte Chamber of CommerceWorkforce & Labor: Talent Development from Classroom to Career
Dan Habrat, Chief Human Resources OfficerCharlotte-Mecklenburg Schools
Organizational Profile
• Diverse Urban District• Serves 138,181 students annually• $1.2B annual operating budget• Ranked 19th among U.S. school
districts (by size)• 159 schools• 8,565 teachers, 6,415 classroom
support, 1,037 admin/support
Organizational Results
• Overall improvement in tested subjects since 2005-06
• Every student receiving a full year of growth since 2008
• Improving graduation rates – (2010-11 - 73.6%)
• Making slow, but steady progress at closing student achievement gap
Test
Change (without retest)
Change (with retest)
Math 3 +3 +0
Math 4 +11 +4
Math 5 +8 +1
Math 6 +10 +2
Math 7 +15 +4
Math 8 +16 +5
Reading 3 +3 +1
Reading 4 +2 +1
Reading 5 +6 +3
Reading 6 +9 +4
Reading 7 +8 +4
Reading 8 +11 +4
Science 5 +23 +12
Science 8 +19 +10
Test
Change (without retest)
Change (with retest)
Algebra I +12 +7
Algebra II +10 +17
Biology +12 +20
Civics +11 +15
English I +6 +10
Geometry +4 +10
Physical Science +3 +10
US History +10 +15
Writing +1 n/a
SAT +5 n/a
AP +2 n/a
Progress was made in 25 of 25 areas (2005-06 to 2010-11)
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- 80 is equivalent to 1 year’s growth for 1 year’s instruction.
- The data for 1/7A1, 1/7A2 and 1/7B are being compared to 1/1.
- 2005-06 data does not allow disaggregation by ethnicity or economics.
- 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.
Goal/ Objective
Description 2005-06 Level
2006-07 Level
2007-08 Level
2008-09Level
2009-10Level
2010-11Level
1/ 1ABCs Average Growth Total (all tests) 80.2 81.2 80.9 82.5 83.1 82.4
1/ 2 ABCs Reading Growth Average 79.9 79.7 80.4 80.8 81.6 81.3
1/ 3 ABCs Math Growth Average 80.6 81.6 82.9 83.9 84.4 83.3
1/ 6A ABCs EOC Growth Average 78.9 82.5 79.5 82.8 83.3 82.6
1/ 6B ABCs English I Growth Average 81.6 82.9 81.7 83.0 83.2 82.4
1/ 6C ABCs Algebra I Growth Average 79.1 80.1 79.7 84.2 84.2 82.1
1/ 7A1 Growth for African American students n/a 79.6 79.8 81.5 82.4 81.5
1/ 7A2 Growth for Hispanic students n/a 81.3 81.2 82.7 83.4 82.1
1/ 7B Growth for economically disadvantaged students n/a 79.8 80.2 81.7 82.7 81.6
Growth Data
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Cohort Graduation Rate
Graduation Year Rate
2008-09 66.1
2009-10 69.9
2010-11 73.6
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Notable Achievements• 2010-11 Broad Prize for Urban Education finalist (only 5
districts selected nationally) given by Eli and Edythe Broad Foundation
• 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
• District accreditation from 2010 AdvancEd, the world's largest educational network
• Significant Investments (local and national): – Local Foundations & Groups: Project Lift– Gates: METS - Measuring Effective Teaching Research
Project– Wallace: Principal Development
The Talent Reform Work
• Talent Attraction – Hiring the best!• Performance Improvement
– Maximize impact of high performers– Manage off poor performers
• Retention – Retain the best!• Strategic Plan 2014
Human Capital Management
Recognition/Rewards
Training &
Development
InductionPreparation
Sourcing
PerformanceManagement
Certification
Career
Building
Current Challenges
• Uncompetitive perception of profession– Intellectual challenge– Pay (immediate/potential)– Environment
• Highly intrusive and disruptive regulatory model (political)– Statutes/regs disjointed with talent management/operational cycle– Few options to recognize/reward high performers– 6-12 month average to manage out poor performers
• Culture resistant to change
Need from You
• Strong Board leadership• Attraction of stellar superintendent• Lobby Raleigh for regulation reform• Build up teaching profession