A plan of action for the way forward.

Change. We write about it. We call for it. We challenge the targets of our editorials to embrace it. But when the tides that are reshaping journalism wash over NCEW, we see how difficult making changes can be.

Yet change we must.

The downsizing of newspapers, the withering of opinion space, and the reduction or reassignment of staff are having an impact on the National Conference of Editorial Writers. The effects of the industry's turmoil can be seen in our membership, leadership, conventions, and revenue. Let's take them one at a time.

In the past year, the listserv became a message board peppered with goodbyes. Longtime, devoted members were laid off, bought out or forced into retirement. While NCEW had 514 members in the summer of 2008, our total now hovers around 360, after those who failed to pay this year's dues were dropped. This comes in spite of novel attempts to seek new members in 2009, including a 2-for-1 renewal offer, a flat $75 rate for later renewals and the offer of free membership this year to those who belong to the Association of Opinion Page Editors.

Uncertainty in the newsroom and downward pressure on enrollment has also taken its toll on the number of individuals who feel comfortable seeking NCEW leadership posts. This year the Nominations Committee had a difficult time finding candidates for the September election. While NCEW each year offers six candidates for three board vacancies, only five, as of this writing, will be on the ballot at the Salt Lake City convention--and all of them are male, despite tireless efforts by nominations chief Kate Riley to field a diverse slate.

The search for secretary candidates was even more daunting. At the moment there is only one, albeit qualified, member willing to run. More than two dozen longtime, well-regarded members were asked to consider seeking election as a director or secretary, and most of them declined, usually citing an unsettled workplace, lack of support from their employer, or a workload that would make it difficult to serve. Ali valid reasons, all part of a harsh new reality.

Convention revenues vital

All of this threatens to come home to roost on our premier event, the convention, where NCEW not only provides the most professional development in the course of the year but also derives, after dues, the most revenue to sustain its activities. Declining attendance would make it difficult to attract high-caliber speakers and produce a quality event. It would also reduce the likelihood of a profit that NCEW could then use to support operations.

Last year's economic crash reduced NCEW's reserve funds, as it did for most Americans. This year, so far, earnings are up slightly. Even so, the 2009 budget approved by the officers and board, based on the anticipated downward trend in dues collection and convention profit, contains a $69,000 deficit, some of which will have to be covered by reserve funds. That is not something NCEW can afford to do every year. That means change on how we do conventions and change on where we get revenue.

At the April board meeting, NCEW's officers and directors agreed that each of these key areas--membership, leadership, conventions, and revenue--must be studied and reconsidered with an eye toward ensuring the organization's survival. That means doing some things differently, trying several new ventures and being willing to take a few chances.

What you'll see in the next few pages are pieces by NCEW leaders that detail these dilemmas further. Some of them pose solutions, some of them explore the questions more deeply. All of them require your attention and feedback. One way to do that is to e-mail me or the article's author. Another is to join us at the convention in Salt Lake City, particularly on September 26, when I'll lead a members' town meeting on the way forward for NCEW. Regardless of whether you attend, please look over the questions posed for members on page 9 and let us know how you would answer. What you tell us will help shape the approach we take in coming months.

If we were creating NCEW in 2009, it probably would not look like this. What it would look like is worth discussing.

Tom Waseleski, editorial page editor of the Pittsburgh Post-Gazett, is acting president of NCEW. E-mail [e-mail]

NCEW by the numbers

MEMBERSHIP down 52% in 9 years

Sep 00   621
Sep 01   587
Sep 02   554
Sep 03   572
Sep 04   571
Sep 05   579
Sep 06   549
Sep 07   512
Sep 08   514
Aug 09   360 *

* projected

DUES REVENUE
down 50%
in 5 years
(in thousands)

2004   $80
2005   $80
2006   $74
2007   $73
2008   $53
2009   $40

CONVENTION
room nights
down 38%
in 6 years

2002 Nashville     554
2003 Providence    457
2004 Chicago       488
2005 Portland      555
2006 Pittsburgh    495
2007 Kansas City   402
2008 Little Rock   341

CONVENTION
profit erratic,
trending down
(in thousands)

2004 Chicago       $29
2005 Portland      $37
2006 Pittsburgh    $61
2007 Kansas City   $42
2008 Little Rock   $22

Note: Table made from bar graph.