Whitman Elementary - Tulsa Public Schools

How Performance is Reviewed for Hiring, Retention, or Dismissal.
Assessing Performance
As noted in the District’s response within the Organizational Supports section, the District’s
successful evaluation system (the TLE Observation and Evaluation System) provides teachers and
principals with a performance ranking on a scale from 1-5. The TLE evaluation system provides teachers
and principals with a multi-tier support system for improvement, but when they fail to improve, the
District’s performance-based exit procedures go into effect and provide for their timely release from the
District. In the months following the district-wide implementation of the TLE evaluation system in 2010-
2011, the Human Capital personnel successfully exited 12 principals from the District for poor
performance through recommendations for non-renewal and termination proceedings. These exits
targeted principals whose performance rankings were 1 or 2 (Ineffective or Needs Improvement). At
least 7 principals were demoted (removed from their principalship) but not exited from the District.
Due process hearings, as applicable, were held throughout the summer of 2011 and all
recommendations for non-renewal and termination were adopted by the Board. Many other teachers
were counseled out of the District for performance reasons prior to this time.
The District is aggressive in seeking performance-based exits, but it also recognizes that
principals must be supported and provided a chance to improve prior to any removal from the District.
As a precursor to the District’s support/release program , over 30 Personal Development Plans (plans for
improvement) were issued for principals in 2010.
It is notable that prior to the implementation of the TLE Evaluation System in 2010-2011, there
had been no performance-based exiting of principals and a very small number of personal development
plans. A significant support for this occurrence was the complete reorganization of the District’s entire
human capital department and the addition of Human Capital Partners. The human resource function at
the District has been completely restructured, with a new approach to recruitment, retention, and
development.
Principals’ Performance Rubric. The criteria for assessing principals’ performance ranking are
found at the end of this document. The rubric and its weights instructional leadership and teacher
support. Like the evaluation for teachers, their evaluation process is aligned with Senate Bill 2033.
Principals and Vice Principals are evaluated by the associate superintendents using the rubric and are
rated on a scale from 1 to 5.
2