SWOT & Stakeholder Input on NCES Strategic Planning

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* 1. Please list the greatest STRENGTHS of NCES (consider internal strengths such as staff, board, facility, programming, etc.)

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* 2. Please list the greatest WEAKNESSES of NCES (consider internal weaknesses such as staff, board, facility, programming, etc.)

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* 3. Please list the greatest OPPORTUNITIES of NCES (consider external opportunities such as economy, demographic change, unique services or expertise, etc.)

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* 4. Please list the greatest THREATS of NCES (consider external threats such as economy, demographic change, competition etc.)

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* 5. Please rate how important you feel each of the three existing strategic priorities is to the educational community served by NCES.

	Not a priority	Low importance	Moderate importance	High importance
Impact our region: 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.	Impact our region: 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. Not a priority	Impact our region: 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. Low importance	Impact our region: 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. Moderate importance	Impact our region: 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. High importance
Be responsible to our stakeholders: 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.	Be responsible to our stakeholders: 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. Not a priority	Be responsible to our stakeholders: 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. Low importance	Be responsible to our stakeholders: 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. Moderate importance	Be responsible to our stakeholders: 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. High importance
Build our reputation: 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.	Build our reputation: 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. Not a priority	Build our reputation: 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. Low importance	Build our reputation: 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. Moderate importance	Build our reputation: 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. High importance

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* 6. What other strategic priorities do you feel the NCES Board of Directors should consider?

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* 7. What new services or products should NCES provide?

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* 8. Any other input you would like to share with the strategic planning workgroup or the NCES Board of Directors?

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* 9. Your role/function in education?

Teacher

Paraprofessional

Principal or other school-level administrator

Superintendent

Student Services or Special Education Director/Coordinator

Educational specialist

Parent of a school-aged child in northern NH

School board member

NCES employee/project staff

NCES board member (not superintendent)

Organization/Agency partner

Other (please specify)

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* 10. SAU Affiliation

Not applicable

Other SAU/SU (please specify)

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* 1. Please list the greatest STRENGTHS of NCES (consider internal strengths such as staff, board, facility, programming, etc.)

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* 2. Please list the greatest WEAKNESSES of NCES (consider internal weaknesses such as staff, board, facility, programming, etc.)

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* 3. Please list the greatest OPPORTUNITIES of NCES (consider external opportunities such as economy, demographic change, unique services or expertise, etc.)

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* 4. Please list the greatest THREATS of NCES (consider external threats such as economy, demographic change, competition etc.)

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* 5. Please rate how important you feel each of the three existing strategic priorities is to the educational community served by NCES.

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* 6. What other strategic priorities do you feel the NCES Board of Directors should consider?

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* 7. What new services or products should NCES provide?

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* 8. Any other input you would like to share with the strategic planning workgroup or the NCES Board of Directors?

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* 9. Your role/function in education?

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* 10. SAU Affiliation

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* 11. Your name (optional)