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Strategic Plan

The WSPRA board has adopted its first official strategic plan, outlining strategies to grow our organization and better serve the needs of our members in May 2025. The process led by Executive Director Catherine Carbone Rogers included a deep dive on member feedback and other data, followed by a SWOT analysis.

Mission

Washington School Public Relations Association exists to strengthen public education by championing the power of strategic communication and fostering a network of support, resources and collaboration among our members.

Vision

Washington School Public Relations Association envisions a future where strategic communication is valued as essential for fostering trust in public education and ensuring that every Washington student thrives.

The Strategic Plan Process

Research

This strategic plan is anchored in research that included a review of new and existing data:

  • Membership trends
  • Conference attendance 
  • Member survey feedback 
  • A survey of former members
  • A survey of superintendents in districts without representation in WSPRA

A report synthesizing and providing an analysis of the data was reviewed by the WSPRA board.

Planning

Based on the Strategic Plan Data Report, the WSPRA board conducted a SWOT analysis. 

SWOT analysis

Based on member sentiments and values emanating from the research, the board developed mission and vision statements, as well as a set of organizational values to guide WSPRA’s strategic direction.

Mission

Washington School Public Relations Association exists to strengthen public education by championing the power of strategic communication and fostering a network of support, resources and collaboration among our members.

Vision

Washington School Public Relations Association envisions a future where strategic communication is valued as essential for fostering trust in public education and ensuring that every Washington student thrives.

Core Values

WSPRA is guided by these values:

  • Inclusion – We ensure all voices are heard and represented, fostering communication that is accessible, equitable, and reflective of our diverse communities.
  • Innovation – We embrace new ideas, technology, and creative solutions to enhance communication and engagement in public education.
  • Connection – We build strong relationships within our community of school communicators to support each other and advance our collective work to strengthen public education. 
  • Research/Data – We use research-driven strategies and data-informed decisions to ensure effective, impactful communication.
  • Credibility – We uphold the highest standards of professionalism, ethics, and accuracy to strengthen trust in public education.

Goals

Anchored by the mission, vision and core values, the WSPRA Board set four goals for the three-year period from September 2025 through August 2028.

  1. Grow and retain members
  2. Increase member engagement
  3. Deepen partnerships with sponsors and other professional associations
  4. Improve opportunities to recognize and showcase members’ excellent work

Implementation

To meet its goals, the board has set measurable objectives for each goal and has assigned responsibility and a timeline for each objective.

Goal #1: Grow and retain members

Objective: 
  • Increase membership total by 10% by June 2028.
Actions:

  • Develop a new member onboarding plan

  • Develop a marketing plan targeting non-traditional communications roles

    • Superintendents

    • Executive assistants

    • Districts without representation in WSPRA

    • Family engagement professionals

  • Develop a plan to share PD content through WSPRA newsletter, website and packaged content for other education related professional associations.

Goal #2: Increase member engagement

Objectives:
  • Increase attendance in PD opportunities annually by 10%, as measured by registration for all in-person, online and hybrid offerings.
  • Maintain satisfaction ratings in the 4-5 range on PD offerings.
Actions:
  • Establish committees for ESD-based regional gatherings, APR support, and other committees as needed.
  • Conduct a member survey and report data to members.
  • Develop a plan for PD offerings based on member survey data.
  • Develop a content calendar for the newsletter.
  • Develop a web-based resource bank containing award-winning entries to the annual WSPRA awards program and previously recorded webinars.

Goal #3: Deepen partnerships with sponsors and other professional associations

Objectives:
  • Generate sponsor revenue that fully covers all PD costs.
  • Achieve ratings of 4-5 on a sponsor satisfaction survey administered each spring.
  • Develop opportunities for presentation at a WASA and/or other association conferences by Spring 2028.
Actions:

  1. Rework sponsorship program based on data from the sponsor satisfaction survey and aligned with WSPRA's budget.

  2. Develop a plan for outreach to other education-related professional organizations.

Goal #4: Improve opportunities to recognize and showcase members’ excellent work

Objective:
  • Increase award submissions by 10% annually.
Actions:
  • Align WSPRA awards process and special recognition awards with NSPRA awards process.
  • Establish a committee to research and recommend potential changes to WSPRA awards process.
  • Consider a change in the timing of the WSPRA awards submission window.
  • Create a marketing plan and a recognition plan for the awards.

Evaluation

The WSPRA Board is committed to reviewing progress on the strategic plan goals and objectives at the close of each school year. The board will make adjustments as needed to adapt to changing realities and in response to its members.