EMA's Strategic Plan
EMA’s current strategic plan was created to serve the needs of our membership and set the future direction for our organization. It was endorsed in 2021 by EMA's board and fully approved in 2023 following several years of continued research after COVID disruptions.
VISION
To champion transformational education journeys.
Mission
The Enrollment Management Association provides unparalleled leadership and service in meeting the admission and enrollment needs of schools, students, and families.
core values
We value equally...
- Accessibility
- Integrity
- Innovation
- Excellence
- Service
This is what we strive to achieve.
1
In 2027, EMA is school leadership's go-to resource and authority on K–12 enrollment issues, trends, and leadership development.
- Expand the influence and leadership of enrollment managers through continuous and innovative professional development and their own career journeys.
- Increase EMA's impact on the school community's understanding and appreciation of enrollment management through new and deeper relationships with all school leaders.
- Improve utilization, growth, and perceived value of EMA tools in current member markets.
- Expand into promising new member markets across the globe.
- With a global mindset, develop transformational strategic partnerships within and beyond the industry.
- Revolutionize EMA's technology to optimize excellence in mission delivery to schools.
2
In 2027, EMA's innovative and diverse portfolio of high-performing products transforms students' and families' education journeys.
- Expand EMA's portfolio of market-driven enrollment tools.
- Enhance current enrollment tools to meet changing and/or emerging market demands.
- Revolutionize EMA's technology to optimize efficiency and effectiveness in serving students and families.
- Deliver operational excellence across the organization.
3
In 2027, EMA is a catalyst for equity and access, adding lasting value to society.
- Increase student and family access to independent schools.
- Create and demonstrate an impactful commitment to guiding principles for diversity, equity, inclusion, and belonging that serve EMA's community.
- Ensure EMA's enrollment tools are equitable and serve the diverse needs of all populations.
- Enhance processes that support diversity, equity, inclusion, and belonging in the EMA employee life cycle and all EMA tools and services.
- Expand advocacy activities that enhance independent schools' public trust and goodwill.
Special thanks to the EMA members and trustees who were instrumental in the process: John Hutchins, Phillips Exeter Academy (NH), Marjorie Mitchell, Westminster School (GA), Amy Sayfie Zichella, Ransom Everglades School (FL), Laurel Baker Tew, Viewpoint School (CA), Jenna Rogers King, Riverdale Country School (NY), Booth Kyle, Indian Creek School (MD), and Fran Ryan, Broadwater Academy (VA). We are also grateful to strategic planning consultant Christina Drouin for facilitating the work to finalize our plan.
Our Strategic Plan Process
We are grateful for the initial Strategic Design Team (made up of independent school leaders and EMA’s staff) who led early research on emerging needs in the Pre-Covid years. Since 2022, EMA's staff and our research partner, Mission & Data, have gathered industry research informing the final version of this plan.
Our organization's vision to "champion transformational education journeys" guides all of EMA's strategic goals and every initiative underway at the association. We seek to deepen our association services to our membership, update or build needed enrollment tools, and look with fresh eyes at issues of equity within our community through the life of this plan.