About the Strategic Plan
Mission
The Education Writers Association advances rigorous journalism that informs the public and holds accountable the people, policies, and systems shaping students’ lives.
Vision
By 2029, EWA will be the leading hub for education journalism, providing unparalleled support and indispensable programming for members.
Strategic Priorities
- Broaden, increase, and invest in membership.
- Strengthen the brand and be the leading hub for best practices of education journalism.
- Ensure financial health and sustainability.
Goal 1: Membership – Broaden, increase, and invest in membership.
By 2029: Increase membership (across all types) by 15%.
Objectives
- Expand membership to include those engaged or affiliated with education journalism, including editors, journalists, funders, researchers, communications and media professionals, faculty, and students as well as policy and other subject matter experts (SME).
- Create a connected community for our members by providing indispensable programming and resources and fostering engagement with each other and EWA. Strengthen the Community Advisory Board and Journalist Advisory Board.
- Develop strategic partnerships to broaden reach, visibility, expertise, and diversity.
Goal 2: Strengthen the EWA Brand – Establish EWA as the leading hub for best practices of education journalism.
By 2029: EWA is the desired convener, partner, and respected for expertise and high-quality programming/training.
Objectives
- Increase visibility through partnerships, presentations, SME speaking engagements, op-eds, interviews, events, publications (EWA Style Book), and social media.
- Create prestigious “Think Tank” summits with journalists, superintendents, presidents, and other experts.
- Present at other conferences and secure high-profile speaking engagements for EWA staff, board, members, and award-winners to discuss the importance of education journalism
- Create promotional campaigns to drive awareness of EWA, resources, and programming.
Goal 3: Financial Health & Sustainability – Ensure financial health and optimum allocation of resources.
By 2029: Increase unrestricted non-grant, non-sponsorship non-National Seminar revenue by 25%. Get 80% renewal rate for current funders.
Objectives
- Develop and execute a strategy for generating unrestricted and earned income and refine an approach to membership fees.
- Align resources and staff to key priorities and core goals. Adjust internal structure and enhance capacity to optimize effectiveness and achieve goals.
- Meet or exceed the quality of deliverables across all existing and future grants.
