STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Chicago Overview: Steve Kimball, SMHC/CPRE/Univ. Wisconsin Panel: Hill Hammock & Monica Santana Rosen, Chicago Public Schools November 18, 2008

Session Overview 1.CPS human capital case study highlights by Steve Kimball 2.District perspective of key components of human capital strategy by Hill Hammock, Chief Administrative Officer of CPS and Monica Santana Rosen, Talent Management Officer of CPS

CPS Context Third largest in nation: 410,000 students, 25,000 teachers, 600 principals in 480 elementary and 120 high schools Decentralization: Local School Councils and principal hiring discretion Well into “third wave” of education reform focusing on instructional quality

District Improvement Strategy

Talent Acquisition, Teachers Challenges: historical vacancies, low applicant/position ratio, gaps in teacher quality and specialized fields Response: new recruitment strategy with job fairs & summer fellowships, outreach to training programs within 500 mile radius, new talent pipeline programs (e.g., Chicago Teaching Fellows, Teach For America, Academy for Urban School Leadership), and “Early Hiring” initiative

Talent Acquisition, Principals Challenges: no control over hiring, weak state licensing requirements, self-selection, pre- service training inadequate for demands of urban school leadership Response: Active recruitment strategy with national, area, and internal focus; strengthened eligibility requirements; partnerships with local and national pipeline programs (NLNS, UIC, TFA/Harvard)

Talent Management, Teachers District wide induction program and pilots for PAR model (10 schools) and UC Santa Cruz New Teacher Center (2 Areas) Pilot for new teacher evaluation system based on Danielson Framework National Board support and pay incentives Chicago TAP: Teacher Incentive Fund grant focused on TAP model for up to 40 schools

Talent Management, Principals Update competency model applied to eligibility, screening and matching of principal candidates Performance management initiatives with new evaluation approach and possible performance pay Also, central office staffing, performance management, and pay reforms

Restructuring HR Operations Implemented new Human Resources Information System to streamline transactions Cross-functional teams Service focus: HR as partners to schools –Centralized call center –Regional Centers: one-stop HR shop Outcomes focus: performance measures

Results Teacher academic qualifications of new recruits has improved dramatically Hiring has become more selective Low teacher vacancies: reduced by 40% from to ; now 2% For principals: over 350 passed tough new eligibility process, 194 graduates of new pipeline programs are currently principals

Lessons Learned You don’t just have to play the hand that’s dealt: recruitment and selection creativity is possible HR reforms, including staff changes, streamlining and service orientation is manageable SMHC agenda can anchor district improvement strategy

What to watch for in CPS? Increasing content certified teachers for middle grades Innovative school turnaround effort Performance pay for teachers and principals? Aligning HR systems around key competencies for teachers and principals?