Redefining public media for the future

Public media is made up of hundreds of storefronts in communities large and small, each of which has a unique window into America, its people and their stories. These storefronts — local public TV and radio stations — have built public media’s greatest asset: our unique relationships with listeners and viewers, local businesses and governments, and anchor institutions in the arts, philanthropy, education and social welfare. Yet at Public Radio Capital we increasingly hear from public media executives facing competitive and financial challenges that threaten their stations’ economic foundations and thus their effectiveness. Let’s face it: The public media business model isn’t changing. It has already changed in dramatic ways.

New alliance in Mile High City

The latest merger agreement from Denver combines three different breeds of public media — flagship pubTV station Rocky Mountain PBS, community-licensed jazz broadcaster KUVO-FM and investigative digital news outlet I-News Network — in a consolidation that aims to build strength through diversity.

Merger with CIR brings shift in focus for S.F.’s Bay Citizen

Two years after its launch as a new online news organization covering the San Francisco region, the Bay Citizen is reconsidering its mission and editorial focus under new management. As of May 1, it merged operations with the Berkeley-based Center for Investigative Reporting, one of the granddaddies of the nonprofit news world, and ended its editorial partnership with the New York Times. The combined newsroom now marshals a staff of 70 and an annual budget of $11 million for news reporting from the San Francisco Bay Area. But differences between the news organizations’ editorial priorities and funding structures point to many challenges ahead, according to journalists from both the Bay Citizen and CIR. The Bay Citizen, which was founded and launched in 2010 by the late San Francisco philanthropist Warren Hellman, focused on timely news about Bay Area communities and tried to compete with other local news outlets to break stories.

Identity: How Dayton-Cincinnati made their merger work

Matchmaking requires openness, compatibility, shared goals and maintaining a strong sense of identity. That’s the advice for public broadcasters looking to merge, as well as for doe-eyed sweethearts. CET in Cincinnati and ThinkTV in Dayton made the leap nearly three years ago, and by most accounts their union looks strong. The two stations, just 50 miles apart in separate southwestern Ohio media markets, are now incorporated as Public Media Connect and serve a region of 1.4 million households and more than 3.5 million people. Together they showed an operating deficit last year, as did many stations, but the budget gap has been shrinking and is projected to go positive this year.

Uncomfortable, as promised

Cindy Browne never promised them a rose garden. In fact, the founding executive director of Iowa Public Radio repeatedly promised the network’s 50-some staffers a long passage through anger, grief and confusion, before things would get the least bit rosy. Over the past three years, events delivered some of the expected benefits of combining the public radio operations at Iowa’s three big state universities, as well as the promised discomforts for both listeners and staffers. The next steps are up to a new set of executives. In coming months, IPR will hire, besides an executive director, a content director, a music director, a development director and a Cedar Rapids reporter.