Excellence and High Expectations with a Commitment to All

It is the mission of Tulsa Public Schools to provide a quality learning experience for every student, every day, without exception. We know this requires an effective employee in every position. The 2010–2015 Strategic Plan provides a concrete path for completing that critical component in pursuit of our Vision, Mission, Core Goals and Core Beliefs. We are committed to closing achievement gaps and to serving

all students in their pursuit of educational success.

The TPS board and district leadership is committed to working collaboratively to achieve the five Core Goals, central to student success:

Student AchievementEach student will meet or exceed state and

national standards by demonstrating mastery of a rigorous curriculum that provides a

foundation for success in career readiness or college preparedness and beyond.

Teacher and Leader Effectiveness

Assure that Tulsa Public Schools has an effective teacher in every classroom, an effective principal in every building and an effective employee in every position.

Performance-Based CultureCreate an environment for sustainable

performance improvement and accomplishment of the District’s Vision, Mission, Core Goals

and Core Beliefs.

Financial SustainabilitySeek, organize and optimize resources

for improved academic results.

Safe and Secure SchoolsEnsure the safety and security of all

students and staff throughout the District.

An Overview to Balanced Scorecards at Tulsa Public Schools

Balanced Scorecard Eight-Week Development Process

A task-embedded design process

incorporating professional development

activities for:

• Identifying key services and processes

• SIPOC and process mapping

• Identifying department metrics

• Analyzing data and root cause analysis

• Process improvement

• Increasing customer focus

Every employee of Tulsa Public Schools (TPS) plays an important role in ensuring all students graduate from high school on time and fully ready for college or work. To maximize our impact we are focusing on performance management as described in the Strategic Plan and aligned with our Core Goals. Performance management is the continuous process of aligning the goals of individuals and teams within the organization’s strategic goals and harnessing the power of data to improve results and develop people. An eight-week process has been developed that will take you on a journey. Every TPS department will select a design team to develop a balanced scorecard. This will be an exciting opportunity for you and your department to realize the process of aligning your department goals with the goals of the district. Department heads will present the balanced scorecard for feedback in various forums. Ultimately, the scorecards will be reviewed by executive staff members. Two TPS departments piloted the process during the summer of 2011 with the goal to complete the process for all departments by June 2012.

Becoming a Performance-Based Culture

www.TulsaSchools.orgAn Overview to Balanced Scorecards

DistrictCoreGoals

DistrictStrategic

Objectives

DepartmentGoals

DepartmentScorecard

DepartmentMetrics

IndividualGoals

Becoming a Performance-Based Culture Every employee at TPS needs to understand how they impact student achievement. Performance measures aligned with department and district goals demonstrate this impact. Data from the measures will be used to identify areas for improvement. Focused improvement will help ensure a highly effective employee in every position.

www.TulsaSchools.orgAn Overview to Balanced Scorecards

TPS is pursuing a performance-based culture:

• To empower all employees to align their work to district goals and understand their impact on student achievement.

• To support the direction of the District to include the non-instructional workforce, ensuring a highly-effective employee in every position.

• To add data to inform decision making as TPS moves toward a performance-based culture.

• To create a system of shared accountability, as we all work together for student success.

• To ensure customer focus on all aspects of our work.

We will know we are successful, when every employee:

• Aligns their work to district goals.• Understands their impact on student

achievement.• Uses data to learn and improve.• Has support and feedback with clear

job expectations.• Provides outstanding customer service.• Optimizes efficiency to maximize

resources.

PerformanceManagement

Process

UtilizingData

DevelopingPeople

AligningGoals

Core Goalsand Strategic

Objectives

DepartmentScorecard

SuperintendentPerformance

Incentive

DistrictMeasures of

Success

Campus Results

TeacherEvaluation

CentralService

Evaluation

PrincipalEvaluation

Creating Shared AccountabilityWith balanced scorecards, TPS will:

• Create a system of shared accountability that fosters collaboration and improvement.

• Align goals at all levels so every employee understands their role and contribution to student success.

• Facilitate culture change while ensuring there is a highly effective employee in every position.

ISS, like most IT organizations, is accustomed to measuring and reporting on the performance of applications and services. However, working through the Balanced Scorecard initiative gave ISS the opportunity to apply

meaningful measures to how well our services support the district’s five core goals in the delivery of education to the students in the classroom. We are glad to have had this opportunity and recognize that an even greater value

will come over time as ISS and the other departments work together to assess and refine our measures using a continuous service improvement approach.

Blaine E. Young, Director of Systems Architecture

Core Goals serve as the starting point for scorecard development.

STRATEGIC ALIGNMENT

Strategic Objectives of Core Goals serve as the roadmap for department contribution.

METRIC DEVELOPMENT1

2

3

SIPOC (Suppliers Inputs Process Outputs Customers)

Process Mapping

DRAFT METRICS AND SCORECARD

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4 APPROVED SCORECARD

VETTING AND REVISION1 2 3

Cohort PMATPeer Review

ExecutiveLeadership

ANALYSISResearch, Measures of Success, Council of Great City Schools, Industry Best Practices

S I P O

3Department Goals

Objective: Actively manage the recruitment process to ensure that open positions are filled in a timely manner with highly qualified candidates.

11. Student Achievement2. Teacher and Leader

Effectiveness3. Performance-Based Culture4. Financial Sustainability5. Safe and Secure Schools

Core Goals

2

Core Goal: Student Achievement1. Develop a learning culture

within our students that focuses on a love for learning, problem solving ability, intellectual curiosity, passion for the arts and a valuing of physical wellness.

Strategic Objectives

Department leader engages staff to define goals aligned with Strategic Objectives.

4Performance Metrics

See Metric Development Process on Right.

Performance metrics are defined for each department goal.

www.TulsaSchools.orgAn Overview to Balanced Scorecards

Performance Management Design Process

C