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

1. CMS Talent Effectiveness Reform Work Charlotte Chamber of Commerce Workforce & Labor: Talent Development from Classroom to Career Dan Habrat, Chief Human Resources Officer Charlotte-Mecklenburg Schools

2. 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

3. 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

4. Progress was made in 25 of 25 areas (2005-06 to 2010-11) 4

5. - 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. Growth Data 5

6. Cohort Graduation Rate 6

7. 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

8. 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

9. Human Capital Management Recognition/Rewards Performance Management Training & Development Induction Preparation Sourcing Career Building Certification

10. Current Challenges Uncompetitive perception of profession Intellectual challenge Pay (immediate/potential) Environment Highly intrusive and disruptive regulatory model (political) Statutes/regsdisjointed 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

11. Need from You Strong Board leadership Attraction of stellar superintendent Lobby Raleigh for regulation reform Build up teaching profession