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Achieving Education Beyond Expectation

Achieving Education Beyond Expectation. Managing the customary and the new. Robert D. Sommers, PhD CEO, Butler Tech. What we have achieved. Performance growth Enrollment growth Organizational improvement Financial efficiency Relationship improvement. Student performance.

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Achieving Education Beyond Expectation

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  1. Achieving Education Beyond Expectation Managing the customary and the new Robert D. Sommers, PhD CEO, Butler Tech

  2. What we have achieved • Performance growth • Enrollment growth • Organizational improvement • Financial efficiency • Relationship improvement

  3. Student performance Composite summary of student performance results for all divisions

  4. Enrollment

  5. Organizational quality Baldrige external assessment results

  6. How did we do it? • Hard work, but that isn’t enough • Good planning, but that isn’t enough • Good processes, but that isn’t enough • Analysis of information! • Deployment!

  7. The system • Major processes • Driven by board policy • Performance expectations • Driven by the strategic plan • Information analysis • Driven by data and reports • Projects • customary and new work • Individual work plans • The “annual” job description

  8. Major processes (customary) Traditions Board policy Repeating projects Key requirements Administrative guidelines

  9. Information analysis (new) Student performance HSTW feedback Senior leadership Administrative team Faculty Advisory committees Student satisfaction Baldrige feedback Staff satisfaction Suggestion system Building cleanliness Improvement projects PDK curriculum audit Strategic plan Financial results Special education report

  10. Professional growth 360 assessment Professional Improvement projects Supervisor analysis Career aspirations

  11. Prioritization Organizational projects Division projects Department projects Individual projects Senior leadership Division leadership Department leadership Individuals

  12. Individual work plans • Performance responsibilities • Administrative guidelines • Improvement projects (new) • Repeating projects (customary) • Teamwork • Professional development

  13. Monitoring deployment IWP approved Projects loaded into Quickbase Quickbase monitored by leadership Project status updates to the board (new) Project evaluation by sponsor Administrator evaluation

  14. The system • Performance driven • Focused by the Board • Performance indicators • Board policy • Manages the customary • Converts analysis into the new • Assures professional growth • Clearly assigns work • Monitors work • Evaluates work

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