In October 2006, the Superintendent of the Charlotte-Mecklenburg Schools, asked the Council of the Great City Schools to examine the district's human resources division and to provide: (1) High level review of the division's organizational and administrative structure with recommendations for improvements; (2) Assessment of the effectiveness of divisional performance as an integral strategic partner in the achievement of the district's goals and objectives; (3) Evaluation of operational practices and procedures for effectiveness, efficiency, and utility; (4) Assessment of readiness and staff capacity to implement a new Enterprise Resource Planning (ERP) system; (5) Evaluation of customer focus and services provided to schools and departments; and (6) Review of the division's role in the recruitment, job satisfaction, and retention of a high quality workforce. The Council of the Great City Schools conducted two kinds of assessments: the first involved site visits to review documents and interview staff; the second involved a self-assessment where the Council asked the division to rate itself on a series of "best practices." Fourteen recommendations from the site visits cover areas of strategic planning, training and development, evaluation procedures, accountability practices, and licensing. Specific recommendations related to the district's self assessment were not made, but the division is urged to carefully examine a number of areas, including evaluation and professional development, compensation benefits, management practices, termination procedures, and efficient, accessible record maintenance. It is noted that the recommendations presented in this report are not meant to be exhaustive, but designed to provide a starting point for making improvements in division operations. As a first step, the Council and the Strategic Support Team recommend that the district adopt a new management philosophy and organizational structure that reengineers human resources and realigns its functions with the district's strategic objectives, moving human resources away from a division that has increasingly been performing personnel functions, which are largely transactional in nature, provide limited "value-added" to the district, and fails to provide the strategic "human capital" that is essential to accomplishing the district's strategic objectives. (Contains 43 footnotes and 1 figure. Appended are: (1) Working Agenda; (2) Document Reviewed; (3) Individuals Interviews; (4) Strategic Support Team; (5) Council Reviews; and (6) About the Council. )