STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Fairfax County

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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

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Fairfax County Public Schools

• 13th 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

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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

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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

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Instructional Improvement Strategy

• Professional Learning Communities
• Teacher Teaming
• Formative Assessment Individualization of
  Instruction
• Data-based Decision Making
• Project-based Instruction

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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

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HR Process Improvements

• Use of information technology
• Organization for customer focus
• Physical
• Structural
• Cultural
• Leadership has the will to do it!

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Talent Development

• Induction/Mentoring
• Professional development
• Alignment centralization
• Use of technology
• Teacher Leader Program
• Multiple approaches to developing leadership
  talent

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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

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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

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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