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
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 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

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
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

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

10. 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

11. 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

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