1. USHCA Overview Urban Schools Human Capital Academy April 2013

2. 2 WHAT WE BELIEVE All students deserve a great teacher in every classroom, and a great principal in every school. Best PeopleBest Results Knowing Your SchoolsCustomer Service Data and Information Best Decisions =

3. The purpose of this Induction Packet is to provide a brief overview of USHCA and give you the information and tools you will need to have a successful academy experience. The goal is for you to: 1.Learn about USHCA’s mission and model 2.Know how and where to access USHCA tools and resources 3 PACKET OVERVIEW

4. The USHCA is the first initiative of its kind in the field of HR reform and is dedicated to the development of central office leaders with Human Resources/Human Capital responsibilities. The Academy was founded as an initiative supported by The Bill and Melinda Gates Foundation in response to the many critical issues urban school districts face that could be addressed--at least in part--by more integrated HR support for Human Capital initiatives. Issues such as recruitment, retention, professional development, principal and teacher quality, and many others pose extremely difficult challenges to urban school districts. We believe a strategic HR division where all staff members know their roles and support every aspect of the urban reform movement is essential in addressing these challenges in ways that will provide long-term solutions. 4 BACKGROUND

5. OUR MODEL OF SUPPORT 5 Online Academic Learning Community enables participants and USHCA staff to share resources, tools, and data Urban School District teams participate in a 3-year leadership academy to help plan and execute key human capital strategies Districts are assigned a Human Capital Fellow to support the use of data and best practices; makes 2- 3 site visits per year Participants attend Two Annual Academies in April and October where district teams receive intensive PD and time to collaborate with peers Districts are assigned a Human Capital Partner to provide coaching and strategic guidance; makes 4 site visits per year Participants receive a Comprehensive Toolkit of practical tools, materials and research to support the implementation if human capital reforms

6. Year 1 is about knowing what the “right” HR work is and a process to Stop/Jettison, Start, and Continue for teachers based on metrics; districts assess where they stand based on data. Year 2 dives deeper into implementation and improvement, focusing on the necessary connections for the work around both teachers and principals. Year 3 aligns the work with deep integration and refined metrics along with a strong feedback system. 6 3-YEAR CURRICULUM

7. YEAR 1 ACADEMY SESSIONS Academy 1 Focus Areas April 2012 The “Right Work” to Support HR Decisions and Priorities Teacher ABC Analysis & Planning “Quick Hits” for Teacher Quality Principal ABC Overview Effective Use of Data & Research Structuring the HR Organization District Gap Analysis & Planning Cross-district Discussions Academy 2 Focus Areas December 2012 Best Practices in Labor Relations, Contracts and Agreements Leading Practices in Principal Pipeline Development (Wallace) Principal ABC Analysis & Planning Process Re-Design Principles Best Practices in Data Dashboard Design and Implementation Building Capacity of HR Leads 7 Log Into the USHCA Learning Community to learn moreUSHCA Learning Community

8. YEAR 2 ACADEMY SESSIONS Academy 4 Focus Areas TBD 8 Academy 3 Focus Areas April 2013 Building a Culture of Service to Schools through efficient and differentiated service Baselining performance on the Teacher ABC tool Executing the human capital strategy through strategic and tactical planning Assessing the organization HR/HC departments and delivery systems Log Into the USHCA Learning Community to learn moreUSHCA Learning Community

9. USHCA COHORT I (2012-15) Atlanta (GA) Baltimore City (MD) Denver (CO) Hillsborough County (FL) Houston (TX) 9 Los Angeles (CA) Shelby County Schools (TN) Pittsburgh (PA) Prince George’s (MD) Tulsa (OK) There are 10 districts in the first cohort selected to participate in the USHCA

10. 10 THE RIGHT WORK: TEACHER QUALITY A highly effective HR department focuses on the right work. While not all of the work to ensure teacher quality resides in HR, the department should play a critical role to ensure that the strategic work is being moved forward

11. 11 THE RIGHT WORK: PRINCIPAL QUALITY Principal quality is also a critical lever, and the strategies and best practices parallel those that improve teacher quality. Again, HR may not own all of these functions, but they should play a key role to ensure their coherence and success.

12. Hiring Teachers Early # early offers given by May 1 Benchmark: 75% acceptance rate Analyzing Turnover and Projecting Principal Vacancies Accuracy of vacancy projections Benchmark: within 10% accuracy 12 ABC StrategiesMetrics and Benchmarks THE ABC TOOL IS A BEST PRACTICE FRAMEWORK The Teacher and Principal ABC Tools contain strategies and best practices to increase teacher and principal quality, metrics that identify what data to track, and benchmarks to set performance goals. Contact your USHCA District Team or HC Fellow to get a copy of the district’s completed ABC Tools.

13. 13 MORE ABOUT THE ABC TOOL Where do ABC metrics and benchmarks come from? Metrics and benchmarks were developed from a combination of national data on the right benchmark and best practices and standards from the field. How do our districts use the ABC Tools? Districts self-assessment against both the Teacher and Principal ABC Tools during Year 1 to rate whether they are minimally, moderately or highly functional. The metrics and benchmarks guide the district in understanding if their HR services are improving, and how the quality of the workforce is improving. Where can I find the Teacher and Principal ABC Tool? Each district team lead should have copies of their completed Teacher and Principal ABC assessments. Copies of all USHCA tools can be found on the Learning Community. Learning Community

14. 14 THE WORK AHEAD FOR TEACHER QUALITY Cohort 1 Assessment on Supporting Teacher Quality When Cohort I districts rated themselves on the Teacher ABC Tool, we found that while there were certain high functioning areas, many key human capital functions were minimally or moderately functional.

15. 15 THE WORK AHEAD FOR PRINCIPAL QUALITY Cohort 1 Assessment on Supporting Principal Quality When Cohort I districts rated their performance on the Principal ABC Tool, we found that key functions and strategies were either minimally functional or did not yet exist. Both the Teacher and Principal ABC Self-Assessments are helping to guide districts in refining their Human Capital strategy.

16. USHCA SITE SUPPORT SERVICES Support AreasActivities Executive Coaching and Support Job shadowing Individual professional development and goal review Strategic Planning Visioning and strategic planning Organizational structure review and support Early hiring analysis Collaboration and integration with stakeholders Process Mapping and Design Recruitment and selection Hiring and onboarding Performance management Technology and Data Assessment Technology system alignment HC and HR metrics and performance measures Training and Cross- District Support “Replay” key modules from USHCA Sessions Facilitate cross-district sharing, webinars 16 In addition to attending USHCA Sessions twice a year, each district receives on-site support from 1 HC Partner and 1 HC Fellow. Support areas are differentiated for each district’s needs, but can be broadly categorized as below:

17. 17 USHCA THEORY OF ACTION Districts meet 80% of ABC benchmarks by Year 3 HR is focused on the “Right Work” Data and information drive strategic HC decisions HR services are customer-centric and differentiated to meet school needs Curriculum and ToolsLearning Community Partner and Fellow Support USHCA supports to districts with a focus on measurable outcomes When districts achieve measurable human capital results, every student will begin to benefit from the teacher and principal talent they deserve. With the right support and implementation, we believe that districts can be focused on the right work, be data-driven, and provide excellent services to schools. A great teacher in every classroom, and a great principal in every school.

18. Become an active participant of the Academy at the sessions Regularly check in on the Learning Community Learning Community Spread the word about the content of this work to your colleagues Work with your District Team to make a difference Contact your District Team or HC Fellow to access and review the district’s Teacher and Principal ABC Tools Live the concept that Best People = Best Results 18 YOUR ROLE

19. 19 HOW TO ACCESS THE LEARNING COMMUNITY 1.Go to: ushcaforum.orgushcaforum.org 2.Username: Example: “John Teacher”(with a space) 3.Password: Example: “johnteacher”(no space) 4.Questions or issues? Email info@ushcacademy.orginfo@ushcacademy.org

20. Public Website www.ushcacademy.org Learning Community ushcaforum.org Information info@ushcacademy.org 20 LEARN MORE & STAY IN TOUCH