°ÄÃÅÁùºÏͼ¿â

Established in 1967, the Board of Cooperative Educational Services of Nassau County (°ÄÃÅÁùºÏͼ¿â) is the largest BOCES in New York State. Serving 56 school districts in Nassau County, our mission has always been to enhance public education and the opportunities available to students of all ages and abilities by providing access to innovative and cost-effective services.

Mission

The mission of the °ÄÃÅÁùºÏͼ¿â is to partner with school districts and communities to provide premier educational and support services that ensure equity, opportunities and access for all.

Vision

The vision of the °ÄÃÅÁùºÏͼ¿â is to be the leading educational and service organization, empowering students, districts and communities to maximize potential.

Values

Compassion: We treat each other with empathy, kindness and patience. We are supportive, caring and understanding of each other's needs.

Equity: We promote an environment of inclusion, diversity and access where all have the opportunity to thrive and perform at their highest levels. We believe that quality education should be available for all.

Excellence: We hold ourselves to the highest standards of performance. We value our employees’ talents and passion, encouraging a culture where innovation is celebrated and opportunities are embraced.

Integrity: We are committed to the practice of ethical conduct, embracing honesty, fairness and transparency in our actions. We value character, dedication and personal accountability.

Respect: We treat others with professionalism, courtesy and dignity. We value all individuals and welcome their positive engagement.

Ensure Student Success

°ÄÃÅÁùºÏͼ¿â will continue to set the standard for high-quality programs and services that enable all students to reach their full potential. We will prepare students to be lifelong learners and global citizens. In the coming years, we will continue to align curriculum to the new Common Core standards and expand our use of data, research, technology and best practices. We also will create online and virtual learning opportunities, and look for additional ways to regionalize the distribution of content and programs.

Build the BOCES of the Future

Public education is on the brink of dramatic change. Factors ranging from increased mobile technology and a more diverse student body to a new property tax cap cannot be ignored. °ÄÃÅÁùºÏͼ¿â will build the “BOCES of the future” to meet them. We will rededicate ourselves to staying flexible and creative, to anticipating trends and to expanding our reach. For example, we will lead the way when it comes to developing online learning programs.

Invest in Our Employees

For °ÄÃÅÁùºÏͼ¿â to be successful, we must invest deeply in our greatest resource – our people. Emerging leaders at all levels need to be identified and encouraged. Additionally, existing administrators, supervisors, teachers and other staff need to be developed to meet their full potential. This focus will enable our agency to meet the challenges of change, keep instruction and service at the cutting edge, and prepare for leadership succession.

Improve Long Island's Regional Economy

°ÄÃÅÁùºÏͼ¿â is uniquely positioned to boost the productivity of our region’s workforce – and, by doing so, to kick-start an economic resurgence. Not only are we a major employer in our own right, but we play a key role in improving the skills and educational level of the county’s citizens. For example, at our Adult Learning Center, new citizens become literate in English so they can qualify for good jobs. Moving forward, we can reduce the impact of inequalities of educational opportunity through professional development or academic enrichment. And we can partner with research institutions, colleges and business organizations to help bring high-tech manufacturing to Long Island.

Work 'Smarter,' Reduce Costs

In the last decade, the decision to “own vs. rent” our facilities has been a major source of cost-savings for our agency – and, in turn, for our component school districts. As we go forward, we need to sustain this focus on containing costs. New initiatives may include cooperative contracts for gas and electricity, establishing an agency-wide security center or streamlining internal processes and outsourcing certain functions.