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 Associate schools Ohio Department of Education Our product is educational experiences

Our customers and 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 Visioning Baldrige Benchmarking Leadership evaluation Planning

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

Baldrige Criteria Information and analysis 90 Performance Results 450 Leadership 120 Strategic Planning 85 Customer/stakeholder focus Information and analysis 90 Faculty and staff focus Process management Performance Results 450

  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 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 96.4 Secondary workforce development customer performance measures

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

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

Performance impact on planning Problem Action Low % of students scoring well on career development survey $440,000 investment in career development Low public awareness $150,000 investment in marketing Missing student attendance benchmark Add new staff

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