STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Fairfax County Overview: Anthony Milanowski, SMHC/CPRE Univ. of Wisconsin Panel: Jack Dale, Kevin North, Leslie Butz, Jay Pearson, Tim Kane, Fairfax County Schools November 19, 2008

Fairfax County Public Schools 13 th largest U.S. school district –167,000 students –10% African-American, 18% Asian, 16% Hispanic, 49% white 13,000 teachers, 239 schools Generally high levels of student achievement Increasing diversity and poverty

Fairfax County Context Virginia grants considerable flexibility to local districts Funding comes via county Parental interest in “world class” education “Meet & confer” rather than true collective bargaining

Challenges Facing FCPS How do you move from good to great while responding to increasing population diversity and poverty? How do you convince a successful organization to extend itself further? –While the downturn in economy reduces financial resources –While continuing to compete for talent in a competitive regional market

Instructional Improvement Strategy Professional Learning Communities Teacher Teaming Formative Assessment & Individualization of Instruction Data-based Decision Making Project-based Instruction

Talent Acquisition & Retention Strong & innovative teacher recruitment program –Constant recruitment, continuous improvement –“Get their attention, spark their imagination, and capture their hearts.” Competitive compensation based on traditional structure Attention to teacher working conditions, including school leadership

HR Process Improvements Use of information technology Organization for customer focus –Physical –Structural –Cultural Leadership has the will to do it!

Talent Development Induction/Mentoring Professional development –Alignment & centralization –Use of technology Teacher Leader Program Multiple approaches to developing leadership talent

What We Learned from Fairfax County HR departments can be efficient, responsive, and successful in meeting demand for high volume recruitment of high-quality teachers (and other staff) How multiple strategies for leadership development can be combined High-performing districts may need a different strategy than those with more performance problems

What to Watch in Fairfax County Further development and “codification” of instructional vision Efforts to align professional development with emerging vision of instruction Impacts of Teacher Leader program How a participative and incremental approach to performance improvement can help FCPS continue moving from “good to great” while also addressing increasing diversity

Now, for the full story: Jack Dale, Superintendent Kevin North, Assistant Superintendent for Human Resources Leslie Butz, Assistant Superintendent, Cluster VI Jay Pearson, Principal, Marshall HS Tim Kane, Assessment Coach, Marshall HS