NCES Strategic Plan (DRAFT - 2015)

North Country Education Services

Strategic Plan 2015-2020

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Letter from the Executive Director We are now fifteen years into the 21st century and are presented with new challenges and interesting opportunities in education and the education services industry. At North Country Education Services (NCES) we are working to anticipate emerging trends and retool our organization to support schools as they transform. This strategic plan is an important first step towards charting our path to a better future as an organization.

At NCES we see ourselves as more than just a supporting player in the education system.

We believe that NCES should be an integral part of improving the quality of teaching and learning, inspire innovation and creativity, and provide leadership for the entire region (and perhaps beyond). Our strategic plan reflects our commitment to the region, our passion for teaching and learning, and our belief in being a partner with all stakeholders who can positively impact education in the region.

We are looking toward 2020 with this new strategic plan. To create this plan we took a hard look at our capabilities, our strengths, trends in education, and the needs of our members.

The plan identifies three significant priorities: impacting our region, being responsible to our stakeholders, and building our reputation. These priorities are an extension of our past work, but also represent an exciting direction and framework for future success.

For me this plan organizes and focuses the work of NCES. It is always tempting to react to the latest educational fad or the newest grant. However, that strategy rarely results in substantial gains for the organization or the students of the North Country. Instead, we want to leverage the past successes of NCES to steer the organization toward a vibrant future. We will use this plan to guide the course.

When NCES opened its doors in 1969 it was committed to (1) delivering in-service training for teachers, (2) coordinating resources for improving human relations in the North Country, (3) providing administrative training and services in order to build technology to improve education, and (4) acting as a central agency for the dissemination of information and materials.

We are proud of the history of NCES and the fundamental role it has played for 45 years.

We are equally excited about the future that this plan describes in strengthening the region by impacting education.

Lori Langlois Executive Director

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Vision Be an integral partner with schools to continuously improve the learning experiences of North Country students.

Mission NCES provides professional development and services to its members. In response to the realities of the times, its mission has broadened to serve as a leader in facilitating partnerships and fostering collaborations that benefit schools, advocate for resources for teachers and students, and continuously create opportunities that enhance education in the North Country.

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Three Priorities – The Three R’s of NCES NCES is an educational leader in the largest and most rural region in the state of New Hampshire. We are proud of how far we have come since 1969. To continue to make important contributions to the North Country and beyond we must never stop thinking about where we are going and how we will get there.

Our new strategic plan provides a way to honor our history and achieve our mission while keeping pace with rapid and significant changes in the educational landscape. We will be tireless in our efforts to create value for students, teachers, administrators, and the greater community. To meet our mission and vision we have three key priorities:

Impact Our

REGION. Be

RESPONSIBLE to Our Stakeholders.

Build Our

REPUTATION.

We believe that quality education has the power to impact the vitality of the entire region. This includes the futures of our students, the strength of the economy and the overall quality of life for all who reside in the region.

We take seriously our commitment to our stakeholders and value their commitment to NCES. We strive to understand the needs of our direct beneficiaries, maintain the fiscal health of the organization, and deepen the relationships we have with all stakeholders.

We understand that reputation matters.

We want to be known statewide as a provider of the highest quality services and educational leadership. Likewise, the reputation of education in the region is integral to community and economic development. We are committed to helping schools provide rich educational experiences for all learners and promoting those successes.

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REGION Education is a key component for upward mobility for individuals. What’s more, a quality educational system can be the anchor that attracts new residents and businesses to a community. Businesses are looking for an educated workforce

when determining where to expand and residents are weighing the quality of the schools when deciding where to live.

NCES can play a vital role as a partner in improving the overall economy and vitality of the North Country.

GOAL

Work for community development and economic growth in the North Country through education.

STRATEGIES t Encourage and support schools to become engines of innovation that have a direct impact on the local community t Position NCES as a leader in economic and community development by establishing permanent membership with influential groups (e.g., StayWork-Play, Governor’s STEM Taskforce, Advanced Manufacturing Council, Chambers of Commerce, Tillotson early childhood initiative)

t Connect with businesses and schools to identify, develop, and implement internships and Extended Learning Opportunities (ELO) t Connect with organizations currently leading economic and community development efforts in the North Country (e.g., Chambers of Commerce, North Country Council, North Country Listens, North Country Investment Corporation)

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RESPONSIBLE NCES has a deep responsibility to the diverse stakeholders connected to the organization. Schools and districts, teachers and administrators, students, families, communities, businesses, colleges, and not for profits all benefit when NCES is fulfilling its mission. To ensure value for our stakeholders we must understand their needs and design

programs that are appropriate to meet those needs, encourage deep commitment from our members, and maintain financial good standing. Below we have outlined four goals that, if achieved, would demonstrate that we are meeting our commitment to our stakeholders.

GOAL #1

Target critical needs impacting education.

STRATEGIES

t Offer services and professional development that schools and districts need t Strengthen the relationship with New Hampshire Department of Education t Build awareness among North Country stakeholders of the crucial services NCES has to offer t Establish a system to track member needs and strengths

t Deepen understanding of critical initiatives in North Country districts and schools t Be seen as an important contributor that impacts education by building partnerships with superintendents, principals, special education administrators, teachers and other educators

GOAL #2

Foster commitment and collaboration among NCES members.

STRATEGIES

t Develop a culture of caring and support for new stakeholders (e.g., welcome letters to new administrators and teachers) t Spark a dialogue with stakeholders about improving quality of current services, collaborating in the development of critical service needs, and identifying emerging needs

t Mentor new superintendents t Expand board membership to embrace a diverse range of stakeholders t Convene groups of North Country educational leaders to collaborate in addressing common problems t Increase board participation in meetings by offering alternative distance attendance options

GOAL #3

Generate sustainable revenue streams.

STRATEGIES

t Expand customer base t Use data to identify which existing revenue streams are the most sustainable and profitable t Identify and connect with new indirect partners (e.g., Gates Foundation, Nellie Mae, etc.)

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t Collaborate with other service providers to crossmarket offerings t Target districts on the fringe of North Country for marketing t Develop “soft skills� training modules targeted at business and industry workforce needs

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REPUTATION We recognize that in order to be successful as a provider of services to schools and districts in the North Country (and beyond) we must carefully cultivate and guard our reputation. Through a recent stakeholder survey respondents described NCES as “Awesome resources and the people with the knowledge to use them.� We believe many potential stakeholders, both locally

and statewide, are less aware of the quality products and top-notch services that NCES offers. NCES believes we must be specific and deliberate about how we are perceived.

With regard to reputation, we also see our role in championing the successes and efforts or our students, teachers and administrators. Our work only matters to the extent that it positively impacts our schools.

GOAL #1

Be a distinguished provider of educational leadership and services in New Hampshire.

STRATEGIES

t Attract and retain a cadre of inspired and effective consultants committed to improving the North Country schools t Develop a cohesive program of services t Continually update the technology and facility to meet growing needs of the organization t Improve the quality of facility, technology, and food t Coordinate with educational leaders to give voice to the needs of the North Country with the Department of Education, higher education, and outside agencies

t Convene educational leaders and collaborate to solve challenging educational problems t Expand state-wide partnerships and associations to ensure connection to state and federal needs (e.g., partnerships with colleges and universities, Departments of Education, not for profits) t Enhance STE(A)M professional development and related STE(A)M planning for schools

GOAL #2

Promote North Country schools.

STRATEGIES

t Work with teachers and administrators in their roles of shaping students as asset-based thinkers to impact how students feel about their school, the community, and the region.

t Connect with the media to highlight the success stories of North Country schools t Connect with businesses and schools to celebrate rural heroes

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