Transcript WELCOME [www.ovesc.k12.oh.us]

Welcome to the Ohio Valley
Educational Service Center
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Established in 2007
11 Member Governing Board
Office Locations in Cambridge and Marietta
Serving 13 School Districts, 2 Career Center Districts across 5
Counties and 2,200 Square Miles in Rural Eastern and Southeastern
Ohio
55 School Buildings
31 Elementary Schools
6 Middle Schools
15 High Schools
3 Career Centers
20,500+ Students
210 Full and Part-time Employees
Partner in the Southeast Ohio Regional Shared Services
Collaborative with 5 other ESCs and 2 ITCs
What will help the team quickly gain an
understanding of the agency’s communities,
challenges, strengths and opportunities?
 Ohio Valley ESC Vision and Mission
 Ohio Valley ESC Information and Demographics
 Ohio Valley ESC Revenues and Expenditures
 Ohio Valley ESC Primary Services
 Ohio Valley ESC County Demographics
 Ohio Valley ESC District Demographics
Ohio Valley ESC Information and
Demographics
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Established in 2007
11 Member Governing Board
Office Locations in Cambridge and Marietta
Serving 13 School Districts, 2 Career Center Districts across 5
Counties and 2,200 Square Miles in Rural Eastern and Southeastern
Ohio
55 School Buildings
31 Elementary Schools
6 Middle Schools
15 High Schools
3 Career Centers
20,500+ Students
210 Full and Part-time Employees
Partner in the Southeast Ohio Regional Shared Services
Collaborative with 5 other ESCs and 2 ITCs
VISION
The Ohio Valley Educational Service Center is dedicated to
providing innovative services that value and enhance
continuous learning.
MISSION
The Ohio Valley Educational Service Center will serve our
partners, provide leadership, build connections, develop
relationships, leverage resources, and enhance learning.
OVESC FUNDING
7%
4% 2%
87%
Direct Services
State Per Pupil Funding
State and Federal Grants
Local Per Pupil Funding
OVESC SERVICES
The Ohio Valley Educational Service Center
provides more than 50 types of services for its
member districts. However, the majority of these
services are focused in three (3) main areas.
1. Preschool Services
2. School Improvement
3. Special Education
An understanding of the agency communities,
challenges, strengths and opportunities
County
Pop.
2010
Area in
Square
Miles
Educational
Attainment
No Diploma
(> 25 yrs)
Educational
Attainment
Bachelors or
Higher
(> 25 yrs)
ARC
Designation
Families
Below
Poverty
Level
Household
Income
less than
$20,000
Median
Household
Income
Belmont
70,400 537.3
13.7%
13.4%
Transitional
12.4%
15.4%
$37,753
Guernsey
40,087 522.0
16.6%
11.4%
At-Risk
13.7%
15.5%
$37,193
Monroe
14,642 455.6
14.9%
9.3%
At-Risk
14.2%
14.9%
$34,621
Noble
14,645 399.0
18.3%
9.6%
Distressed
12.3%
18.0%
$42,961
Washington 61,778 635.2
12.5%
15.8%
Transitional
10.4%
13.7%
$40,727
ARC Designation Descriptions
County Economic Levels
Each Appalachian county is classified into one of five economic status
designations, based on its position in the national ranking. Here are the
three descriptions for the counties in our service area.
 Distressed
Distressed counties are the most economically depressed counties.
They rank in the worst 10 percent of the nation's counties.
 At-Risk
At-Risk counties are those at risk of becoming economically
distressed. They rank between the worst 10 percent and 25 percent of
the nation's counties.
 Transitional
Transitional counties are those transitioning between strong and weak
economies. They make up the largest economic status designation.
Transitional counties rank between the worst 25 percent and the best
25 percent of the nation's counties.
An understanding of the agency communities
challenges, strengths and opportunities
District
County
% Economically
Disadvantaged
FTE
ADM
Belpre City
Washington
51
63.6
1022
Caldwell EV
Cambridge City
East Guernsey Local
Noble
Guernsey
Guernsey
48
65.4
54
54.5
148.7
63.4
915
2462
1138
Fort Frye Local
Washington
53
70.4
1012
Frontier Local
Washington
58
53.5
785
Marietta City
Washington
44.6
156.0
2995
Noble Local
Noble
42
61.5
1029
Rolling Hills Local
Guernsey
62.2
114.0
1992
Switz of Ohio Local
Monroe
51
183.0
2626
Union Local
Belmont
41.6
102.0
1429
Warren Local
Washington
33
134.9
2475
Wolf Creek Local
Washington
29
44.8
636
48.7
1250.3
20,516
TOTAL
What information will best convey what the agency is
trying to accomplish?
 The Ohio Valley Educational Service Center
Continuous Improvement Plan
Agency Improvement Planning
Is designed for the committee to have the
opportunity to:
 Set direction for the OVESC
 Speak for the OVESC
 To speak freely…how you really feel
 To listen to others
 Analyze data
 Impact agency success now and in the
future
High Leverage CIP Categories
Student Achievement
 Curriculum Alignment
Barriers to a High Quality
Service Agency
 “Best Practices” Instruction
 Time
 Assessments
 Climate/Culture
 Special Needs Students/Programs
 Health and Wellness
Effective Use of Resources
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Technology
Budgets and Decision Making
Professional Development
Staff Credentials
Networking
Data/Adult Performance
Print Materials
Engagement
 Agency Communications
 Community Social Services
 Community Learning Resources
(e.g. Guest Speakers, Site Visits, Higher
Education, etc.)
 Community Organizations
 Business Partnerships
 Technical/Career Collaboration
How is the agency meeting the needs of
its constituents currently and over time?
 Customer Driven Organization Provides Focus
Agency goals are derived from the needs of constituent districts
 Regular Communication with Constituents
OVESC Superintendent Meetings
Periodic Program Updates
Anticipated Services Surveys (Annual)
Regular Department/Administrative/Staff Meetings (LDC)
 Quarterly CIP Leadership Meetings
Progress Monitoring of Agency’s CIP Implementation On-going
 Recruitment and Staff Training
Work Closely to recruit staff to match constituent needs
Regular Professional Development Opportunities for ESC Staff
What does the agency want the team to look for?
What advice/support would the agency like the
team to provide over the course of the visit?
 We want the team to look for our Mission in action! We want you to
feel, hear and see that we are serving our partners, providing
leadership, building connections, developing relationships, leveraging
resources and enhancing learning in our preschools, special
education programs, and our school improvement services.
 We want the team to look for alignment in our Continuous
Improvement Plan and services with the Vision for the Ohio Valley
ESC!
 We want the team to provide advice and support that will help the
Ohio Valley ESC achieve our Vision. We want to know what we are
doing well and where there are opportunities for improvement. We
want to know our services are adding value to the districts we serve.
The accreditation process is not about receiving a plaque for the wall!
It is about our commitment and dedication to provide innovative
services that value and enhance continuous learning for all.
OHIO VALLEY ESC
THANK YOU!!!
On behalf of the Ohio Valley ESC, I would like to
thank you for your time and commitment to the
Accreditation process and our agency.
I know we are already a better organization for
beginning the accreditation process. I look
forward to the commendations and
recommendations that will improve our agency
as you evaluate our focus and adherence to the
AdvancED quality standards.