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Butler County JVS: Performance Driven

Butler County JVS: Performance Driven. Using Performance Information to Excel May, 2002. Robert D. Sommers, PhD Chief Executive Officer. Basic assumptions. Our customers are students Our stakeholders are Community members, especially parents Business and higher education

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Butler County JVS: Performance Driven

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  1. Butler County JVS:Performance Driven Using Performance Information to Excel May, 2002 Robert D. Sommers, PhD Chief Executive Officer

  2. Basic assumptions • Our customers are students • Our stakeholders are • Community members, especially parents • Business and higher education • Associate schools • Ohio Department of Education • Our product is educational experiences

  3. Our customers and products Customers Products K – 12 students Career education 7 – 12 students Work & family life 9 – 12 students Career-tech programming At risk/talented youth Alternative programming Adults Technical education Companies Customized training

  4. How we use performance data • Visioning • Baldrige • Benchmarking • Leadership evaluation • Planning

  5. Visioning a preferred future • Top 10% in student performance • Score above 200 on Baldrige • 90% citizen awareness of the district • Stakeholder satisfaction • State and national recognition through youth organization and professional organization activities • Nationally recognized leader in customer-focused, performance-driven educational programming. • Maintain financial efficiency

  6. Baldrige Criteria

  7. Measure Name BCJVS FY2000 Results State Median Results BCJVS to Average Comparison Best JVS Planning District BCJVS to Benchmark Comparison Ninth grade proficiency 98.8 98.1 98.7 Post program placement 94.9 94.2 95.5 Civilian employed 96.9 95.3 97.9 Higher education 43.6 41.9 57.6 Status known 91.3 92.6 96.2 OVCA assessment 0.0 45.7 48.7 Graduation rate 97.0 96.0 97.0 Market share 11-12 18.7 32.9 24.0 Market share 9-10 6.2 10.8 5.8 CTSO participation 86.0 64.4 100.0 Student attendance 93.1 91.2 91.7 Staff attendance 97.4 96.0 96.4

  8. Job Descriptions • Market or Purpose • Performance Expectations • Customer performance • Process performance • Critical work

  9. Vice-President Performance • Customer • Always includes satisfaction • Always includes customer performance • Aligned to state and national expectations • Process • Always includes staff and stakeholder satisfaction – defines who they work for • Always includes safety • Consistent across all VP’s

  10. Performance impact on planning

  11. Future plans • State-wide data exchange system • Integrated diagnostic tools • Professional development • Enhanced survey and assessment processes • Expanded benchmarking • Balanced report card development

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