Redefining Graduate Media Education at VSU
Virginia State University is at a turning point in graduate media education. The media landscape changes fast because of intelligence, platform monopolies, crisis misinformation, and eroding public trust. Traditional graduate programs in mass communications feel pressure to show relevance, match workforce needs, and stay financially sustainable. University leadership does not question whether to keep the current structures, but rather how to move graduate offerings to lead in high-demand sectors that align with VSU’s mission and competitive strengths. This situation presents an opportunity for Virginia State University to shape the future of graduate media education.
The repositioning proposal transforms the Master of Arts in Media Management into a new program: the M.A. in Media Governance, Risk & Community Journalism. This proposal is not merely a change; it rethinks what graduate media education can achieve at an HBCU institution. Instead of competing in crowded traditional journalism markets or generic communications fields, VSU shifts its focus. VSU aims to become the leading institution in the Mid-Atlantic for training the next generation of media leaders. VSU will train media leaders in crisis communication systems, accountability, community work, and digital infrastructure development.
The logic behind this plan is clear and strong. Virginia’s higher education system already offers journalism programs, sports media tracks, and broadcast production courses. The need for specialized education in media governance, risk communication, and community accountability journalism remains evident and largely underdeveloped. This intersection provides VSU with an opportunity for market leadership and fills documented workforce gaps in government agencies, nonprofit organizations, corporate communications divisions, and new digital media platforms. More importantly, it positions VSU to fulfill a distinctive role that leverages its institutional identity, community connections, and moral authority.
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What this new program really means for VSU
What does this new direction actually look like? It's about much more than just a name change. The M.A. in Media Governance, Risk & Community Journalism offers an opportunity to truly leverage what makes VSU special. This isn't just creating another media program; it's building a unique space where students learn to tackle today's toughest media challenges.
This program allows for a focus on practical skills that are currently in high demand. This includes crisis communication – guiding organizations through tough times. It also involves accountability – ensuring media serves the public good, especially in communities. And digital infrastructure development? That's essential for anyone leading in media today. VSU can become the go-to place in the Mid-Atlantic for these critical skills.
This isn't just about updating the curriculum; it's about reclaiming VSU's role. It's about empowering the next generation of media leaders who understand the power of media, the risks involved, and how to use it responsibly to build stronger communities. Graduates are envisioned to make a real difference, not just getting jobs, but shaping the future of media in a way that truly matters.
VSU's Niche Opportunity
Where VSU Can Lead
Understanding the Market Landscape
Virginia's higher education landscape reveals a significant gap in specialized media training. VSU is uniquely positioned to address this need and assume a leadership role.
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Underserved Areas
Key areas such as crisis journalism, community investigation, and risk communication currently lack sufficient specialized attention.
Current Media Program Offerings
  • Many traditional journalism programs primarily focus on established reporting methods and newsroom operations.
  • Sports media programs cover entertainment and athletics communication.
  • Broadcast and production tracks emphasize technical skills and studio content creation.
  • Generic communication programs often lack a specialized industry focus or a distinct market position.
Identifying Key Gaps
  • Crisis & Public Safety Journalism: Comprehensive training in emergency communication, disaster reporting, and crisis information management is needed.
  • Community-Centered Investigative Media: There is a significant demand for reporting that holds institutions accountable, particularly those serving underrepresented groups.
  • Risk Communication & Institutional Accountability: Better understanding of organizational transparency and effective governance is essential.
Why This Niche Matters: It's a Public Trust Crisis
Four significant societal problems are currently converging, creating a critical need for media experts. These are not just theoretical ideas; they represent real trends with serious effects on democracy, communities, and information access, especially in the Mid-Atlantic. Understanding these challenges reveals why traditional journalism education is no longer sufficient. This underscores why VSU's focus on media governance and community accountability represents not just smart strategy, but also a crucial imperative.
Public Trust in Media is Falling
Public trust in news organizations has significantly eroded. National surveys confirm that confidence is at an all-time low, particularly in communities of color and rural areas. This lack of trust hinders journalism's democratic function and allows misinformation to spread. There is a clear need for media professionals who can genuinely engage with communities, ensure transparency, and hold power accountable. This approach is essential for rebuilding that trust.
Local Newsrooms are Disappearing
The financial model for local journalism is struggling, leading to the closure or merger of newspapers. This leaves entire towns without reporting on local government, schools, public safety, or community events. These "news deserts" disproportionately affect rural areas and communities of color. When local news vanishes, local power goes unchecked, and communities become vulnerable to misinformation, especially during crises.
Misinformation Spreads Too Fast in Crises
During emergencies—whether a health crisis, natural disaster, or social unrest—false information spreads rapidly, often outpacing the truth. Social media amplifies rumors, creating confusion that undermines emergency efforts. Communities urgently need journalists specifically trained in verifying information during crises, understanding emergency communication, and holding institutions accountable in high-pressure situations. This issue can literally be a matter of life and death.
Underserved Communities are Ignored
Black communities and other underserved groups often lack the in-depth investigative reporting they deserve. Important investigations into failing institutions, unfair resource distribution, environmental dangers, and systemic problems frequently do not receive adequate attention. This gap allows injustice to persist, leaving vulnerable populations without the journalistic support that wealthier communities often take for granted.
As an HBCU with deep roots in the community and a commitment to serving historically overlooked populations, Virginia State University possesses a unique moral standing to address these issues. The proposed program is not merely about teaching journalism skills. It aims to develop what can be termed Public Interest Infrastructure Journalism—creating journalism that stabilizes institutions, strengthens communities, and reinforces democratic information systems. This represents a reimagining of journalism, not just as storytelling, but as a vital component of civic infrastructure.
Academic Foundation
The Brains Behind It: Our Program's Academic Foundation
Demonstrating serious academic credibility is essential for SCHEV approval and for ensuring the program's excellence. This initiative extends beyond mere skill acquisition; it builds upon solid scholarly foundations while exploring new frontiers. The curriculum integrates classic communication theories with contemporary research, focusing on media systems, crisis communication, and institutional accountability. This robust academic structure distinguishes it from a rapid training course, providing the graduate program with substantial intellectual legitimacy.
Our Main Focus: Community Risk & Accountability Journalism
A unique concentration has been developed, bringing together investigative methods, crisis communication strategies, data analysis, and legal frameworks. It also examines how to measure the impact of this work. This concentration forms the heart of the program, preparing graduates for specialized roles in accountability journalism, institutional communication, and media management during crises.
The Core Courses Offered
  • Investigative Reporting for Underserved Communities: Students will learn advanced techniques for accountability journalism, particularly for communities often overlooked.
  • Crisis Communication & Emergency Media Systems: This course explores how information functions during emergencies and how to manage it effectively.
  • Data Journalism & Public Records Analysis: This involves using quantitative and legal tools for evidence-based investigative reporting.
  • Media Law, Ethics & Institutional Liability: The course delves into the legal rules, ethical principles, and risk assessments pertinent to accountability reporting.
  • Solutions Journalism & Public Impact Measurement: This course focuses on reporting that seeks solutions and how to measure its real impact in the community.
The Thinkers Who Guide the Curriculum
The curriculum is built upon the ideas of influential thinkers, providing a strong intellectual backbone for the program:
  • Habermas (1989) – Public Sphere Theory: Explores media's role in democratic discussions and public conversation.
  • Bandura (1977) – Social Learning Theory: Examines how media influences behavior and drives social change.
  • Entman (1993) – Framing Theory: Discusses how media shapes public understanding through its presentation of stories.
  • McChesney (2013) – Media Democracy: Critiques media ownership and advocates for media systems that serve the public interest.

APA Reference Examples:
Bandura, A. (1977). Social learning theory. Prentice Hall.
Entman, R. M. (1993). Framing: Toward clarification of a fractured paradigm. Journal of Communication, 43(4), 51–58.
Habermas, J. (1989). The structural transformation of the public sphere. MIT Press.
This academic foundation ensures the program meets high graduate-level standards and prepares students for real-world professional practice. This blend of theory and application sets VSU's approach apart, moving beyond vocational training to establish intellectual credibility for regulatory and accreditation reviews.
Understanding Our Competitive Landscape
An analysis of other programs helps position our new offering. By understanding their strengths and limitations, unique opportunities for differentiation are highlighted, enabling our program to excel.
Northwestern University (Medill)
Strengths: Top-notch in investigative journalism, strong data capabilities, fantastic industry connections, and abundant resources.
Opportunity for VSU: Medill tends to focus on national or international stories, with less emphasis on local community support or community-focused accountability in underserved areas. Additionally, their cost and location can be significant barriers for many students.
Arizona State University (Cronkite)
Strengths: Incredibly innovative, very strong in digital media, and a significant focus on entrepreneurship and technology. They also boast excellent industry partnerships.
Opportunity for VSU: Their drive for innovation sometimes overshadows community accountability. There is also less emphasis on crisis journalism and reporting on governance. Furthermore, their location may not be ideal for those seeking opportunities in the Mid-Atlantic.
Middle Tennessee State University
Strengths: Highly skilled in media production, preparing students for technical roles in the media industry. They also have strong connections within the Nashville market.
Opportunity for VSU: Their focus leans more towards production rather than governance. A strong emphasis on investigative journalism is not prominent, nor are they positioned as a public accountability program.
Fordham University (Gabelli)
Strengths: Focuses on business-oriented media management and possesses strong corporate connections, particularly with New York market access and an entrepreneurial spirit.
Opportunity for VSU: Business priorities often take precedence over public accountability. Community-centered journalism is not a primary focus, reflecting a corporate rather than public interest approach.
Hampton University
Strengths: A proud HBCU journalism tradition, a strong identity, and good community connections in the Norfolk market.
Opportunity for VSU: They follow a more traditional journalism model. VSU has a significant opportunity to lead in areas such as risk journalism, crisis communication, and media governance, establishing a truly distinctive position.
"VSU's significant opportunity lies not in competing directly with established programs, but in leading by focusing on the unique intersection of media governance, crisis accountability, and community-centered investigation. This niche addresses urgent workforce needs and perfectly aligns with the institution's mission."
Curriculum Architecture
Our Integrated Curriculum: It's Built on Four Pillars
The program's curriculum is designed around four strong pillars. They work together to give graduates a wide range of expertise. This structure distinctly sets VSU apart. It does not just focus on journalism skills, business, or communication theory in isolation. Instead, graduates will become Resilient Media Strategists. They will understand legal rules, economic models, how communities build trust, and what it takes to lead. This combination is absolutely essential for anyone working in today's complex media world.
Pillar 1: Media Governance & Risk
  • Crisis Journalism & Emergency Communication Systems
  • Institutional Accountability Reporting
  • Media Law, Ethics & Institutional Liability
  • Risk Assessment & Mitigation Strategies
This pillar is about ensuring students understand the law and how to spot risks. It is key for both accountability journalism and working in institutional communication.
Pillar 2: Strategic Media Economics
  • Media Revenue Models & Sustainability
  • Platform Monetization Strategies
  • Audience Analytics & Engagement Metrics
  • Business Development for Media Organizations
It is vital for graduates to understand the financial side of media. This pillar helps them grasp how organizations stay afloat and contribute to their success.
Pillar 3: Social Science Intelligence
  • Behavioral Media Psychology
  • Cultural Analytics & Audience Research
  • Trust & Public Opinion Dynamics
  • Community Engagement & Relationship Building
The program aims for graduates to truly understand people. This pillar uses social science to explore how audiences behave, why culture matters, and how to build trust.
Pillar 4: Talent & Leadership Development
  • Decision-Making Under Public Scrutiny
  • Cooperative Strategy & Team Leadership
  • Fear Management in Public Leadership
  • Personal Resilience & Professional Ethics
Leading in media can be high-pressure. This pillar prepares students for those tough situations, helping them make good choices, stick to their ethics, and stay strong.
Our Graduates: The Resilient Media Strategist
This integrated curriculum truly shines when considering the professionals it creates. They combine traditional journalism skills with strong leadership abilities. Graduates will understand the legal boundaries for investigative reporting. They will know the economic models that keep media sustainable. They will have the cultural intelligence to build trust in communities. And they will demonstrate the kind of leadership psychology that helps them make smart decisions under pressure. This broad expertise gives them a big advantage in the job market. It truly prepares them for senior roles in media, government, nonprofits, and corporate sectors.
Financial Viability: Understanding the Numbers
Financial sustainability is a significant consideration whenever a program is repositioned. Therefore, conservative enrollment projections, realistic cost estimates, and diversified revenue strategies have been developed. This analysis demonstrates a clear path to making this program financially viable within just three years. Cautious assumptions have been used to account for market uncertainties, and concrete revenue opportunities beyond traditional tuition have been identified.
Three-Year Enrollment Model
Conservative projections indicate gradual growth as the repositioned program establishes its market presence and builds its reputation. These enrollment targets are deliberately modest, aiming to ensure they are achievable while still showing a clear trajectory toward financial sustainability.
Key Assumptions:
  • $18,000 annual tuition rate, consistent with VSU's graduate program pricing.
  • No assumed attrition (a conservative approach).
  • A regional recruitment focus within Virginia and Mid-Atlantic states.
Three-Year Cumulative Revenue Projection: $1,350,000+
Cost Structure Analysis
Realistic cost estimates have also been developed, accounting for faculty, administrative support, facilities, and program operations. Existing resources are leveraged where possible, and necessary investments have been identified.
Annual Program Costs Considered:
  • Faculty: Three core faculty lines will be needed (these can be shared with undergraduate programs to maximize efficiency).
  • Adjunct Practitioners: Industry professionals will teach specialized courses.
  • Program Administration: This covers coordination, advising, and student support.
  • Technology & Resources: Software, subscriptions, and equipment are essential.
  • Marketing & Recruitment: Targeted outreach will be required to manage enrollment.
Estimated Annual Program Cost: $300,000–$400,000

Break-Even Analysis
At an $18,000 tuition per student, the program is projected to reach break-even with 18–22 enrolled students annually. This threshold is considered achievable by Year 2 based on conservative projections.
Let's Talk Revenue: Beyond Just Tuition
Financial resilience is key. This means the program cannot solely rely on traditional full-time graduate student tuition. Therefore, diversification strategies have been developed, leveraging the program's unique expertise to generate additional revenue. These initiatives also aim to grow VSU's regional impact and boost visibility. These opportunities align with documented market demands and can be rolled out as the program progresses.
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Executive Certificate in Crisis Media
A significant opportunity exists for a certificate program targeting mid-career professionals. This includes government communicators, corporate affairs, nonprofit leaders, and emergency managers who require specialized crisis communication skills.
The program can be structured as a weekend-intensive series, potentially 6 weekends over one semester, making it feasible for working professionals. The curriculum would focus on crisis verification, emergency communication systems, risk assessment, and institutional response.
Conservatively, with 20 professionals annually at $4,500 each, this could generate $90,000 in annual revenue. This certificate could also serve as a pathway into the full graduate program and addresses regional workforce needs.
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Government & Municipal Training Contracts
A substantial market exists for staff training within local governments, state agencies, and public institutions. These entities consistently seek assistance with risk communication, public information management, and crisis response.
The program could offer customized training, delivered on-site or through a hybrid model for government groups. Topics might include public records compliance, emergency communication, community engagement, and transparency.
Revenue potential is variable, depending on contract scope. Municipal contracts typically bring in $15,000–$50,000. A conservative projection estimates $75,000–$150,000 annually from just 3–5 contracts.
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Sponsored Investigative Journalism Lab
Philanthropic foundations, news organizations, and civic groups are increasingly funding investigative journalism, particularly work focused on underserved communities and accountability reporting. This represents a viable funding model.
A lab could be established where faculty supervise student investigative projects. These projects would tackle regional issues, with partnerships with publications ensuring wider dissemination. This provides students with valuable hands-on experience and produces public-interest journalism.
Foundation grants for such initiatives usually range from $50,000–$200,000. A conservative estimate suggests securing $75,000–$100,000 annually in sponsored project funding.
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Online Stackable Certificates
Online credentials offer a strategic expansion of reach beyond Virginia, creating flexible entry points for working professionals and enabling modular skill-building aligned with industry needs.
Certificate options could include "Data Journalism & Public Records Analysis" (12 credits), "Media Law & Ethics" (9 credits), and "Crisis Communication Systems" (9 credits). These certificates could also stack towards a full master's degree.
Online delivery helps overcome geographic limitations. Projections estimate 15–25 additional annual enrollments, generating an incremental $50,000–$85,000 in revenue by Year 3. This represents a conservative but achievable expansion.
Diversifying revenue streams like these will strengthen the program significantly. This approach reduces dependence on tuition, creates multiple income sources supporting financial health, and extends VSU's service mission and impact across the region. It presents a win-win scenario.
Student Recruitment
Who Are We Reaching? Meeting Our Potential Students
Successful enrollment requires truly understanding potential students. Their motivations, current jobs, and needs must be understood. The repositioned program is designed to attract diverse groups, each representing a distinct enrollment opportunity.
These "personas" are highly beneficial. They guide recruitment messages, class scheduling, financial aid offerings, and curriculum delivery. Understanding this variety helps ensure the program serves different career paths while staying academically strong and relevant to today's job market.
The "Seasoned Pro" (Gen X, around 46)
Their Situation: This person has been in a newsroom for twenty years, maybe just got laid off because of industry changes. They're great at reporting but might not have formal training in digital media or modern communication. They're looking for a change.
What They Want: They want to reinvent themselves, get new credentials to move into government comms, non-profit media, or public affairs. They need a graduate degree to prove their skills and open new doors.
Why Our Program Appeals: They will value the program's practical skills mixed with strong theoretical foundations. The program recognizes and values their experience. Plus, they need flexibility and help with career placement.
The "Ambitious Climber" (Millennial, around 33)
Their Situation: They're doing well in corporate comms or PR, already in a mid-level role. They have a comms degree and now they're aiming for senior management. They're ready to climb that ladder.
What They Want: A graduate degree is a must for VP-level jobs. They want strategic thinking, leadership development, and specialized knowledge that makes them stand out. They're focused on the return on investment and getting it done efficiently.
Why Our Program Appeals: The program's focus on leadership and economic literacy will appeal to them. The hybrid option means they can keep working. The program's alumni network and career success stories will resonate.
The "Digital Native" (Gen Z, around 24)
Their Situation: This is a recent grad or early-career pro in digital media. They might be an influencer or content creator but they want real credibility and a stable career. They're looking beyond fleeting trends.
What They Want: Formal training to go with their self-taught digital skills. They need ethical guidelines, strategic thinking, and professional legitimacy. They're worried about long-term career stability in a fast-changing digital world.
Why Our Program Appeals: The program's innovation, technology integration, and entrepreneurship aspects will excite them. Mentorship from experienced pros will be a big draw. The investigative journalism and accountability focus could also appeal to their desire for meaningful work.
The "Future-Focused Innovator" (Emerging Gen Beta)
Their Situation: They're digital natives entering a workforce dominated by AI. They're comfortable with tech but want to build a strong ethical foundation and understand the bigger picture of media. They want to lead in this new landscape.
What They Want: A framework to navigate AI-driven communication ethically. They need to understand institutional rules, legal aspects, and social responsibility. They're preparing for leadership roles in a transformed media environment.
Why Our Program Appeals: They will value the program's combination of technology with ethics and governance. The forward-looking curriculum, addressing emerging challenges, will resonate strongly. The emphasis on social justice and community impact will also be important.
This diversity among students significantly helps stabilize enrollment. It means the program is not just relying on one type of person. Recruitment strategies need to speak directly to each persona's unique needs and goals. At the same time, the program must clearly show off what makes it special: combined expertise in media governance, holding institutions accountable, and strategic leadership. This goes way beyond traditional journalism or communications training, and that is a real selling point.
Our Framework: Governance, Naming, and Managing Risks
For this program to achieve significant impact, solid governance, clear naming, and intelligent risk management are essential. This section outlines how the program can be set up for long-term success and to build crucial trust.
Our Embedded Media Governance Advisory Board
An Embedded Media Governance Advisory Board is proposed. By 'embedded,' it is implied that this board is not merely ceremonial but a permanent component of the program. This board is crucial for maintaining relevance, enhancing job outcomes, ensuring curriculum currency, and upholding accountability.
Proposed Board Members
  • Alumni Representatives: Successful graduates who stay connected to the program.
  • Regional News Leaders: Editors and publishers from Virginia's media companies.
  • Corporate Communications Executives: Senior leaders from large companies.
  • Legal Counsel: Experts in media law who can advise on curriculum and help identify risks.
  • Government Communications Officers: State and city public information leaders.
Board Responsibilities
  • Reviewing the curriculum yearly to ensure alignment with job market needs.
  • Assisting in the development of internships and connecting students with employment opportunities.
  • Tracking and reporting on graduate career placements.
  • Supporting SCHEV efforts and advocating for the program.
  • Contributing to fundraising and building donor relationships.
Naming Ideas: Considerations
Next, naming. The program and school names should reflect its value, ambition, and unique selling proposition. Several options have been brainstormed, ranging from traditional to more innovative concepts:
For the Program Itself:
  • M.A. in Media Governance and Community Journalism
  • M.A. in Strategic Media Leadership
  • M.A. in Public Interest Media Systems (This option offers distinctiveness.)
  • M.A. in Crisis and Accountability Media
Aspirational Names for the School:
  • School of Media Leadership and Public Trust
  • Institute for Media Governance and Community Strategy
  • Center for Ethical Media Infrastructure
Alumni Naming Opportunity: Naming the school after a respected alum – particularly one known for media or civic leadership – could significantly boost fundraising and establish a lasting legacy. For example: The [Distinguished Alum Name] School of Media Leadership and Public Trust.
Managing Risks: A Strategic Plan
Academic Risk: Potential for Low Enrollment?
The Concern: Insufficient initial student enrollment could threaten program viability and impact faculty morale.
The Solution: A hybrid learning model will help control costs. Additionally, stackable certificates can offer more entry pathways. Aggressive recruitment in Year 1, coupled with enticing incentives, will be prioritized.
Reputational Risk: Addressing Controversial Content?
The Concern: A focus on investigative journalism might lead to criticism or controversial reports.
The Solution: A faculty-led editorial review board will be established to ensure legal compliance and uphold strong ethical standards. Clear school policies will protect academic freedom while carefully managing public perception.
Financial Risk: Over-reliance on Tuition?
The Concern: Sole reliance on tuition could make the program vulnerable to enrollment fluctuations.
The Solution: A diverse revenue model is crucial, including executive education, government contracts, sponsored research, and online certificates. This diversification will reduce tuition dependence and enhance financial stability.
Regulatory Risk: SCHEV Approval Challenges?
The Concern: SCHEV approval may be challenging for a repositioned program, especially if new job market justification is required.
The Solution: Thorough documentation will demonstrate strong alignment with workforce needs. Employer letters will be secured to validate demand. The advisory board will provide significant support during SCHEV presentations, emphasizing the clear, unfilled regional need.
Strategic Positioning: Concluding Thoughts
Virginia State University should not attempt to defend a basic Master's in Mass Communications, given low enrollment and an unclear job market. Instead, VSU should confidently launch the Mid-Atlantic's first HBCU-led program in Media Governance, Risk, and Community Accountability Journalism. This is seen as a strong, fundable, and truly unique program that meets real job market needs, aligning perfectly with the institutional mission and strengths.
This change transforms a weakness into a significant opportunity. It positions VSU as a regional leader in growing, in-demand sectors. It connects graduate education with society's need for accountability, crisis communication, and community-focused journalism. Most importantly, it demonstrates institutional confidence and a forward-thinking vision, rather than merely preserving outdated methods.
This represents strategic growth for long-term institutional success.
Information Sources
Core Information Sources
  • Pew Research Center reports were consulted to understand the current state of news media and public trust.
  • The Knight Foundation's work on Trust, Media, and Democracy provided significant insights.
  • Bureau of Labor Statistics data was examined for job outlooks in media and communications.
  • SCHEV's (State Council of Higher Education in Virginia) guidelines were reviewed for program approvals and workforce alignment.
  • The Poynter Institute served as a valuable resource for understanding journalism education and industry trends.
  • The Reynolds Journalism Institute highlighted innovations in journalism education.
Industry Voices Consulted
  • Society of Professional Journalists (SPJ)
  • Online News Association (ONA)
  • Investigative Reporters and Editors (IRE)
  • National Association of Black Journalists (NABJ)
  • Public Relations Society of America (PRSA)
  • International Association of Business Communicators (IABC)
Comparative Program Review
  • Northwestern University's Medill School of Journalism was examined.
  • Arizona State University's Walter Cronkite School of Journalism was also reviewed.
  • Middle Tennessee State University's College of Media and Entertainment provided insights.
  • Fordham University's Gabelli School of Business was considered.
  • Hampton University's Scripps Howard School of Journalism and Communications was also included.
Other Helpful Resources
  • The Columbia Journalism Review offered ideas on media accountability and crisis reporting.
  • Nieman Lab provided valuable perspectives on the future of journalism and media innovation.
  • Research on journalism sustainability was obtained from the American Press Institute.
  • The News Leaders Association was utilized to understand industry workforce needs and trends.