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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

Butler County JVS:Performance Driven

Using Performance Information to Excel

May, 2002

Robert D. Sommers, PhD

Chief Executive Officer

basic assumptions
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
our customers and products
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

how we use performance data
How we use performance data
  • Visioning
  • Baldrige
  • Benchmarking
  • Leadership evaluation
  • Planning
visioning a preferred future
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
slide7

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

job descriptions
Job Descriptions
  • Market or Purpose
  • Performance Expectations
    • Customer performance
    • Process performance
  • Critical work
vice president performance
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
future plans
Future plans
  • State-wide data exchange system
  • Integrated diagnostic tools
  • Professional development
  • Enhanced survey and assessment processes
  • Expanded benchmarking
  • Balanced report card development