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I have interviewed every district on a bi-yearly cycle since I became Executive Director.  In the beginning we had a few districts leave because we were not flexible in supporting those who took different pathways to the vision. For example, we were defined by the learner management system we supported so when a district decided not to go to Empower, they felt like our organization did not support them. Based on that feedback we reorganized our focus and became more flexible in the resources we endorse. Over the last five years or so, the majority of districts that have left, left because of leadership changes where the new leaders did not support the vision. Most recently, the change in Maine's DOE vision has impacted those members who were in our organization because they were trying to follow directives from the legislation in Maine. With that said, we have also added a number of districts with strong leadership and support for the vision and there remains a strong commitment for our vision among our active members.

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Basecamp and EduPlanet is difficult to navigate and a separate program

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Events get cancelled so hard to keep momentum going

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Lots of the founding districts are leaving (leaving the historical piece as well) so if they leave, why should we stay?

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Small districts can sometimes limit the focus on what's going on internally.  The culture may be limiting people's perspectives, and they don't necessarily see all that's being offered by outside entities.

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Small districts can sometimes limit the focus on what's going on internally.  The culture may be limiting people's perspectives, and they don't necessarily see all that's being offered by outside entities.

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The term "customization" has thrown people off.  It has some baggage associated with it.  People continue to work on structures and customization....  It's a challenge.

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The term "customization" has thrown people off.  It has some baggage associated with it.  People continue to work on structures and customization....  It's a challenge.

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Fiscal health (lack thereof) is a weakness - this is a symptom that the health of the organization might be tied to the political winds (this isn't good or necessary).

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Fiscal health (lack thereof) is a weakness - this is a symptom that the health of the organization might be tied to the political winds (this isn't good or necessary).

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In small districts, we all wear multiple hats and we are tapping into the same people.

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Small group of people in the forefront, would be nice to have more, fresh faces

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Small group of people in the forefront, would be nice to have more, fresh faces

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PD is primarily delivered by a single person (done well but having a single person do it is limiting - unsustainable).

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PD is primarily delivered by a single person (done well but having a single person do it is limiting - unsustainable).

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We don't always capitalize on the skills of member districts.  Are there ways in which we can showcase our strengths?  (RSU 4 is hosting literacy coaches from all over the state.  This would be great to be able to share.)  This also goes along with  the organization's ability to be self-sustaining.

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Seats are limiting.  Some events end up being cancelled .  It would be great to be able to trade seats with other members for different PD offerings. Finances can make it challenging to purchase seats for teams.

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There is a perception of doing it MCCL's way or not at all.