Margaret Low – Media Nation

Cuts at WBUR underscore the black swan event that now threatens public radio

There are many reasons that can be cited for the crisis in which much of the news media finds itself. Essentially, though, journalism is attempting to adjust to two massive black swan events.

The first was the rise of the internet, which destroyed much of the business model for newspapers and magazines by transferring the vast majority of advertising revenues to Craigslist, Google, Facebook and Amazon. Yes, some publications have survived and even thrived by persuading their readers to pick up the costs in the form of digital subscriptions. But we are a long way from the days when ads accounted for 80% of a typical newspaper’s income.

The second is playing out right now: the aftermath of the COVID-19 pandemic, which is devastating public radio, our most important source of free news. Even as newspaper paywalls have excluded those who either can’t afford or don’t wish to pay, NPR and its network of local public radio stations have remained free to all. Now a dramatic change in listening patterns is threatening all that.

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That threat hit Boston big-time on Wednesday, as WBUR announced it was cutting 31 employees, 24 through a voluntary buyout and seven through layoffs. According to Aidan Ryan of The Boston Globe, the cuts amount to 14% of the station’s staff and will save the station $4 million. WBUR reporter Todd Wallack, in the station’s own story on downsizing, writes that the cuts will “help offset a steep decline in on-air sponsorships, also known as underwriting.”

“We didn’t have a choice financially,” WBUR chief executive Margaret Low was quoted as saying. “We ultimately need to make as much money as we’re spending.” Wallack added that other costs will be trimmed as well.

WBUR’s news competitor, GBH, is also facing financial challenges and may soon announce its own round of layoffs, the Globe reported last month. And those local problems come in the midst of a national challenge that has hit station after station as well as NPR itself.

In The New York Times, Benjamin Mullin and Jeremy W. Peters report that NPR has been dealing with a massive slippage in audience in recent years. Here is the heart of their story:

NPR’s traditional broadcast audience, still the bulk of its listenership, is in long-term decline that accelerated when the pandemic interrupted long car commutes for millions of people. The network has begun to sign up digital subscribers who pay for ad-free podcasts, but that business has lagged far behind that of its competitors.

While NPR still has an audience of about 42 million who listen every week, many of them digitally, that is down from an estimated 60 million in 2020, according to an internal March audience report, a faster falloff than for broadcast radio, which is also in a long-term decline.

That’s a drop of 30% in listenership since just before COVID. Given that many people are now working in person three days a week rather than five, that drop correlates pretty directly with the change in driving habits. NPR has tried to offset the decline with podcasts, but where do people listen to podcasts? For many, it’s in their cars. In any case, there’s little money in podcasts except for a few at the very top. The rise of podcasts has also exacerbated tensions between NPR and its member stations, since the network can distribute them directly without relying on the stations. More than anything, fewer listeners means fewer donors.

One interesting tidbit in the Times story relates to former senior business editor Uri Berliner’s error-filled screed about NPR’s shift to the progressive left — a shift he attributed in part to the network’s embrace of various diversity initiatives. As Mullin and Peters write, NPR was seeking to diversify its on-air talent not just because it was the right thing to do but because top executives were desperately seeking to expand their audience beyond affluent, aging white suburbanites. For the most part, they say, it hasn’t worked:

NPR’s leaders redoubled their efforts to diversify their audience and work force and closely tracked metrics for each. They added podcasts aimed at people of color and younger listeners. They promoted people of color to high-profile reporting and hosting jobs. All of these moves were meant to ensure the nation’s public radio network would remain competitive as the country’s population continued to grow more diverse.

So it came as a disappointment to some people on NPR’s board last fall when they were presented with new internal data showing their efforts hadn’t moved the needle much with Black and Hispanic podcast listeners.

As with newspaper executives trying to adjust to the internet era, public radio leaders have made plenty of mistakes along the way, and the Times story includes a number of bone-headed moves. Few, though, rival what’s taking place at WAMU in Washington, D.C., which earlier this year closed its DCist local website and has been beset by turmoil ever since.

Andrew Beaujon, writing for Washingtonian, recently posted a wild story of what’s taking place inside WAMU, leading off with a killer anecdote: the legendary Diane Rehm’s apparently having her mic cut when she dared to speak up at an internal staff meeting with general manager Erika Pulley-Hayes. Beaujon includes this exchange:

“What I did not understand,” Rehm said during the March 6 meeting, “was the layoff of a fine reporter like Jacob Fenston or the director of technology, Rob Bertrand, or James Coates —”

“Diane,” Pulley-Hayes interrupted.

“— who just two years ago won a prestigious award here at the university,” Rehm continued. “And so it would have seemed that you sort of publicized that you were taking down DCist. But you did not talk much about the other — that other staff members who were losing their jobs. It’s as though they just disappeared because somebody didn’t want them here anymore —”

Multiple staffers say that at this point they saw Rehm’s mouth moving, but she produced no sound. Rehm declined to comment for this article, but she told other staffers that she did not mute herself.

“Diane, thanks for your feedback,” Pulley-Hayes said, as the 50-plus-year veteran of public broadcasting appeared to continue to try to speak. “But it’s really inappropriate to talk about HR decisions in a public forum. So I’m not at liberty to address it in this forum, to talk to you. You’re asking HR questions that I cannot answer.” Pulley-Hayes then called on another employee.

“Diane Rehm is a legend,” one WAMU staffer tells Washingtonian. “We were all shocked.”

Critics like Uri Berliner would have us believe that public radio is suffering because of liberal bias, but that’s based on the dubious premise that there is some large bloc of conservative listeners who’ve stopped listening, or that underwriters suddenly were offended by what they heard. There is no evidence for either proposition. Rather, this is a business problem, and it’s not at all clear what the solution is going to be.

Just as newspapers have found there was nothing quite like the glory days of monopoly print, public radio executives are discovering that they benefited at one time from a unique set of circumstances that no longer exists — an era when broadcast radio was the audio format of choice; when commuters were stuck in the cars five days each week; and when deregulation led to the decline of commercial radio as stations were scooped up by corporate chains that destroyed what made them unique.

Finding a way to solve those challenges is not going to be easy.

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WBUR offers buyouts to staff members

Cuts have begun at WBUR Radio (90.9 FM), with CEO Margaret Low announcing that the station needs to reduce spending by $4 million, or about 10%, in the fiscal year that begins July 1. Employees are being offered a voluntary buyout, although it’s not expected to be enough. “We anticipate that we’ll still need to freeze some open roles and do layoffs, but we’re hoping to eliminate as few jobs as possible,” Low wrote on the WBUR website. Aidan Ryan of The Boston Globe has more.

Earlier:

WBUR’s funding woes are part of a larger challenge facing public radio (March 7)

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WBUR’s funding woes are part of a larger challenge facing public radio

If any form of media were well-positioned to respond to the decline of large daily newspapers, it was — seemingly — public radio.

For one thing, the business model wasn’t broken. Many people were still commuting to work in their cars. For another, public radio stations, unlike nearly all newspapers, are nonprofits, meaning they can attract funding from a more diverse range of sources: tax-deductible listener donations, large grants and even (in some states, anyway) direct government funding. (Public radio also receives a small amount of funding from the Corporation for Public Broadcasting, which disburses federal money.)

When I was reporting on the Denver media environment for “What Works in Community News,” I learned that Colorado Public Radio was perhaps the largest news organization in the state — larger than any newspaper or digital source and on a par with the city’s TV news operations.

But things have changed. Post-pandemic, people are commuting fewer days each week. They also have more choices, and may be listening to a podcast while driving rather than public radio. Of course, public radio has a lot of podcasts, but they’re operating in a more competitive environment than they are on the radio dial. In Washington, WAMU Radio recently announced deep cuts and the closure of its DCist website. NPR itself is downsizing its workforce by about 10%, citing a drop in ad revenues.

And now that difficult environment has come to Boston, with WBUR Radio (90.9 FM) telling listeners that it may impose a hiring freeze or even cut jobs if listeners don’t increase their giving in order to offset a decline in advertising. The station’s chief executive, Margaret Low, told Aidan Ryan of The Boston Globe that income from on-air sponsorships has dropped by 40% over the past five years, even as its audience has continued to grow. (Here is a different version of that story from Boston.com, the Globe’s free sister site.)

“The business has never been harder, full stop,” Low told Ryan.

Low laid out the challenges facing WBUR in some detail in a letter sent to members, which is online at CommonWealth Beacon. She says in part, “At WBUR we’ve seen a dramatic loss of sponsorship support. In the digital age, almost all that money now goes to the big platforms — like Facebook, Google, Amazon and Spotify,” adding: “Sponsorship dollars won’t return to previous levels. These are not temporary ups and downs. They’re long-term shifts.”

Boston is in the unusual position of having two large news-oriented public radio stations. In 2009, WGBH Radio (89.7 FM) switched to an all-news format and has competed head to head with WBUR ever since. WBUR has a larger news operation and has generally led in the ratings, but both operations have carved out their own niche, with WBUR focusing more on news and GBH, as it is now known, taking a lighter, more talk-oriented approach.

I haven’t heard anything about possible cuts at GBH News, as the outlet’s local operation is known and that comprises radio, television (Channels 2 and 44) and digital. Last month, though, the Globe’s Mark Shanahan reported on workplace tumult at the organization, which included a three-month investigation into allegations of bullying and intimidation. So all is not well at either of the city’s public radio outlets.

Together, WBUR and GBH News function as the city’s No. 2 news outlet after the Globe. The local television stations do a good job and outlets like the Boston Herald, Universal Hub, CommonWealth Beacon and neighborhood papers make a contribution as well. But the WBUR-GBH combine is vitally important to the civic health of the city, providing a free alternative to the Globe. Their continued viability is something that ought to concern all of us.

(Disclosures: I was a paid contributor at GBH News from 1998 to 2023, and I’m currently a member of CommonWealth Beacon’s unpaid Editorial Advisory Board.)

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WBUR leaves Twitter. Will GBH News follow suit?

Update: GBH is staying on Twitter, at least for now.

Following NPR’s lead, WBUR Radio, one of Boston’s two major public media news outlets, is leaving Twitter to protest Chief Twit Elon Musk’s recent targeting of NPR as “state-controlled media.”

“NPR and WBUR believe recent actions by Musk seek to undermine the integrity of our news organizations,” WBUR chief executive Margaret Low said in a statement. “WBUR will stop tweeting from official WBUR accounts, effective April 12.”

No word yet from WBUR’s rival, GBH News, which was tweeting as recently as 5:40 a.m. today But GBH News already has a lively presence on Mastodon, and whoever runs the account reported on Wednesday that they had met with GBH executives to talk about Mastodon and the Fediverse, the underlying architecture upon which Mastodon is built.

“I’ll keep all of you filled in with what happens next,” they said.

Margaret Low of WBUR tells us how public radio fits into Boston’s regional news environment

On this week’s “What Works” podcast, Ellen Clegg and I talk with Margaret Low, the CEO of WBUR, one of Boston’s two major news-oriented public radio stations. Margaret started as CEO in January 2020. She has had a 40-plus-year career with NPR, and started as an overnight production assistant at “Morning Edition.”

At NPR, Low rose through the ranks and ended up in the top editorial job, where she oversaw 400 journalists worldwide, covering events like the Arab Spring, the re-election of Barack Obama, and the Boston Marathon bombing. She also led a digital transformation of her newsroom. She turned “Wait Wait … Don’t Tell Me!,” the Saturday morning quiz show, into a live production. She came to WBUR from The Atlantic, where she was president of AtlanticLIVE and produced more than 100 live events a year.

Ellen has a Quick Take on the launch of Signal Cleveland. It’s well-funded, with $7.5 million to start with, and Rick Edmonds of Poynter Online writes that the news outlet has big goals: It wants to expand throughout Ohio within a few years.

My Quick Take is on a case in New Hampshire that is of interest to those of us who ascribe to the First Amendment of the U.S. Constitution. We’d like to think that if the First Amendment means anything, it means that you may not be punished criminally for criticizing the government. But that’s not what the U.S. Court of Appeals for the First Circuit decided recently. InDepthNH has a story here. The case, which has been ongoing for a number of years, garnered a New England Muzzle Award in 2019.

You can listen to our latest podcast here and subscribe through your favorite podcast app.

WBUR lays off 29, freezes salaries and says goodbye to four senior leaders

This is heartbreaking. WBUR Radio (90.9 FM) is laying off 29 people “because of the economic fallout of the past several months,” according to a memo sent to the staff by the station’s chief executive officer, Margaret Low. A salary freeze has been imposed. In addition, senior executives Tom Melville, John Davidow and Peter Lydotes are leaving, and Sam Fleming will retire later this year.

Overall, Low says, the current budget of $46 million will be reduced to $40 million in the next fiscal year.

The memo also contains some ideas and observations about increasing the diversity of the staff and about the station’s ongoing commitment to local news.

This is bad news for the Boston area. Along with WGBH News, where I’m a contributor, WBUR is an incredibly important part of the regional news ecosystem system. It’s also terrible news for the folks who’ll be losing their jobs. Best wishes to everyone during this challenging time.

I got the memo from a trusted source. The full text follows:

Dear All,

I have important news to share this morning about a significant reorganization and some of the difficult choices I’ve had to make because of the economic fallout of the past several months.

To begin, we are laying off 29 people. Many of them are part time staff. This means valued colleagues are losing their jobs at a very challenging time and will be leaving WBUR over the next days, weeks and months. We’ve already reached out to everyone who is immediately affected by the changes.

While I’m confident that WBUR has a bright future, this is a hard moment — because longtime coworkers and friends will be departing.

There will also be some shared sacrifice. There will be no wage increases for FY21, except for negotiated union salary adjustments, and there will be no contributions to retirement funds. And we’ve developed a much reduced budget for the next fiscal year. The WBUR Board approved a FY20 budget of just under $46 million. For FY21, the Board will be presented with a budget of just over $40 million.

Beyond the layoffs, we will reduce expenses across the board. Most notably — we are eliminating seven unfilled positions, cutting travel and marketing costs and canceling various contracted services. I’m taking a 10% salary cut.

A number of senior leaders, who collectively have dedicated the better part of a century to WBUR, will be leaving us. They include: Tom Melville, John Davidow and Peter Lydotes. Sam Fleming plans to retire this year. He will be with us three days a week for the next few months.

In addition, we will stop production of Only A Game at the end of September. The New York Times will take over the wildly successful Modern Love podcast at the end of the month, and Kind World, which blossomed from a digital experiment back in 2012 into an award winning Morning Edition feature and podcast, will end its run in July.

At the same time as we are losing cherished colleagues, this restructuring means that we will be hiring for a number of new positions that will make WBUR stronger.

There is a lot more to share, and I apologize in advance for the length of this note. I want to reflect the decisions we’ve made with precision, care and respect for all our colleagues. I will be meeting with some individual teams today and tomorrow and I will hold an AMA later this afternoon, so I can answer any questions you have.

The changes I’m making are necessary to streamline the organization and to reflect the budget realities of the moment. But beyond this restructuring, there is much more work to be done to forge our long term strategic future. Over the summer, we will begin to fully articulate what will define our journalism and our programming going forward and what it will take to become even more essential in people’s lives.

My decisions rest on four pillars — three that I’m addressing immediately with this reorganization and a fourth that I will enlist all of you in tackling in the days and months ahead:

- Editorial Excellence — we must strive to be the most trusted and beloved source of local news in Boston and beyond, distinguished in a competitive media landscape by the quality and ambition of our journalism and our programming.
- Organizational Efficiency and Effectiveness — we must ensure that WBUR is a disciplined and well-run operation that supports and empowers people, holds them accountable and reflects our values at every turn.
- Economic Sustainability — we must rightsize the organization so we aren’t spending more money than we are bringing in. At the same time we must double down on generating revenue and finding new ways to fuel WBUR.
- The Road Ahead — there are two issues of great consequence to our future that require our concerted attention.

The first is racial equity. In the weeks following the police killing of George Floyd, we have witnessed a global outpouring of people calling for racial justice — and an end to the profound inequities that have defined the American experience. These days are filled with anguish, but endowed with the possibility of achieving lasting change.

This reckoning demands that we confront elements of systemic racism that have persisted in our country and our institutions, even as we’ve expressed a commitment to diversity. WBUR is not exempt from this examination — we have a lot of work to do. And it can’t be addressed by simply restating our values of inclusion. This effort must be different in kind and substance than anything we’ve done before. It requires change in every aspect of our culture, our coverage, our hiring and our leadership development. I don’t have all the answers, but I’m committed to leading the way and not letting up. Our future depends on it.

Second, our future also depends on identifying how we continue to grow our audience and cultivate the loyalty and financial support that is essential to sustaining our journalism. This is a time of profound technological change and the clock is ticking. WBUR has been a credible digital innovator. But as listening habits and media consumption patterns continue to shift, we have to confront how we reach new audiences and become even more relevant in people’s lives. So that they can’t imagine a day without WBUR. And they believe we’re worthy of their support.

Both of these efforts will require the investment of every single person at WBUR.

Given all this, it was clear that a restructuring of WBUR was imperative, but everything was accelerated by an unexpected financial crisis that compelled deeper cuts. In laying out the details, I can’t possibly give proper due to all the people who have devoted themselves to WBUR for so many years. Finding ways to celebrate our departing colleagues is made more difficult in the age of social distancing. But we will make sure that happens.

In the meantime, I’ve tried to capture the most important aspects of the restructuring below.

Local News

Local journalism has always been core to our mission. Increasingly it is paramount. We have the biggest local newsroom in public radio and in order to produce agenda-setting coverage, we are reorganizing the team, strengthening our leadership ranks and deepening our bench of editors.

To begin, Dan Mauzy will become Executive Editor for News. In my five months at WBUR, I’ve seen Dan demonstrate editorial depth, impressive leadership, and an unmatched command of every aspect of the newsroom operation. Dan will work closely with Tom Melville to ensure a smooth transition.

For nearly nine years, Tom has led the newsroom with grace, generosity and a deep love and knowledge of the region. This has never been more evident than in these last few months, as first COVID and then the death of George Floyd transformed the nation and the globe. That WBUR’s local journalism has soared, amid the disruption to our operations and the pain we feel in our personal and professional lives, is a testament to Tom. I’m enormously grateful for his intelligence, integrity and extraordinary kindness.

I am also moving the team responsible for the editorial dimension of our digital efforts into the news division, so that our journalism on all platforms is more closely aligned.

Tiffany Campbell, our Executive Editor for Digital, will continue to oversee her editorial staff and newsroom digital strategy, and will now report to Dan. In addition, Cognoscenti, led by Frannie Carr Toth, will move into the newsroom under Tiffany. More on the rest of the digital team in a moment.

John Davidow will be leaving us after a remarkable 17 year run at WBUR. He joined the station after a distinguished career as a producer in commercial television (when it was in its prime). John was hired to lead the local news team, and radio became his new medium. More than 10 years ago, John made another leap, when he took over our fledgling digital operation. His work propelled WBUR to become one of the most prominent local digital operations in the system. At the same time, John gained national recognition in public media for his expertise on emerging technologies. He spotted great talent like Tiffany along the way and built a first class digital team that will remain a vital part of WBUR’s future.

Managing Editor Elisabeth Harrison, who has so skillfully overseen our coverage of COVID-19, will take on additional newsroom responsibilities and also report to Dan. Beyond health and business, she will oversee our general assignment reporters and those covering politics, immigration and other beats.

Dan Guzman and Jon Cain will become Executive Producers of Morning Edition and All Things Considered, respectively. They will now supervise show hosts, writers and producers. This will add organizational structure and cohesion to our flagship local NPR shows.

Weekend Managing Editor Paul Connearney, will also take on new responsibilities and supervise the newscast anchors.

In addition to what I’ve laid out above, we will be posting three new newsroom positions. They are:

- A second managing editor to work side by side with Elisabeth and Tiffany and a new managing producer (see below). This new managing editor will report to Dan and oversee our investigations team as well as our coverage of arts and culture, education and the environment.
- A deputy managing editor, reporting to Elisabeth, who will deepen the editing bench for health, business, politics, and other beats.
- We are also posting a managing producer This person will oversee all local news programs: Morning Edition, All Things Considered, Radio Boston and local newscasts.

A New Product Team

As I said in my 100 day note, WBUR has a powerful history. We have been broadcasters for 70 years and, over those years, we have fostered deep and lasting relationships with our radio audience. Our next job is to develop that connection, to build those relationships, for digital audiences in ways that ensure we’re here for another 70 years. We must be laser-focused on that, because with time — and likely sooner than we think — digital revenue will need to replace much of the traditional broadcast revenue that supports our journalism. And it won’t happen unless we build the kind of loyalty and devotion that we’ve historically had with our radio audience.

To that end, I’m creating a product team, led by Joan DiMicco. Her job will be to make sure that every experience with WBUR, on any platform, is exceptional. She will be responsible for the strategy, design, and implementation of all our products and will help ensure their demonstrable success. This includes our owned platforms such as wbur.org, our newsletters, and our mobile app; and third-party platforms including NPR One and smart speakers. She will also stay abreast of tech developments across the media landscape as we craft what comes next.

The programmers, developers and digital audio editors, who were part of the larger digital team, will now report to Joan. This new team will work hand in hand with all our editorial teams, marketing and membership.

Operations

As I mentioned above, Peter Lydotes, who has overseen WBUR operations for 16 years, will be departing in the fall. Peter joined WBUR in 1992 as a board operator and over the years has gained an impressive understanding of how just about every system at WBUR works. Peter has absorbed many production responsibilities, keeping our people and our increasingly complicated operation and production efforts humming.

With Peter’s planned departure, Glenn Alexander, who oversees all the BRTs, will now report to Karl Voelker and Glenn’s whole team will be part of engineering and operations. This will help align our technical staff and ensure greater consistency across the organization. And, as I mentioned earlier in this note, the newscasters, who were part of Peter’s team, will join the news division.

In addition to this shift, the station will be automated overnight, as it has been throughout most of the COVID crisis. That means, aside from special circumstances, the last local newscast will be at 10 p.m. weekdays and 7 p.m. on weekends.

Only a Game

After 27 years, Only a Game will end its run this fall. Executive Producer Karen Given along with founding members Gary Waleik and former host Bill Littlefield — had an amazing journey producing public radio’s only sports program, featuring highly-produced narrative storytelling and reaching more than 360,000 listeners each week on 260 stations. This is the end of an era for WBUR and I look forward to recognizing those who made this show such a meaningful part of public radio weekends for so many years.

More Staffing News

After nearly 30 years at WBUR, Sam Fleming is ready to pass the baton. He wants to spend more time with his wife who lives on Martha’s Vineyard. Sam let me know his plans long before I stepped into my role in January. Thankfully, he promised to stick around as long as he is needed and I’ve asked him to help me with this transition and importantly to work on WBUR’s ethical guidelines. Sam will begin working part time next month and, whether virtually or in person, we will give him a fitting farewell.

Organizational Structure

Right now I have more than a dozen people reporting to me. In the long run that’s not tenable. But given budget constraints, I will hold off on additional senior hires. It is more important to shore up other parts of the organization. This will be a good opportunity to see the newly structured team in action. If there are significant gaps, we will add positions when we have the resources to do so. But I’m going to be conservative on that front for now.

Some Final Thoughts

Organizational changes of this magnitude are hard. But they are also necessary to ensure that we are financially sound and in fighting shape to deliver on big ambitions. This is a two step process. First, we had to deal with the current financial reality and make the necessary organizational changes. Next, we will begin to lay out our strategy and chart our path forward.

To those who are leaving, I’m sorry that you are departing at this difficult moment in the country and the world. I’m enormously grateful for the years that you have devoted to making WBUR such an exceptional place. You will exit with my profound gratitude and a promise to build on the legacy you leave behind.

To those who are staying — thank you for all you’re doing to keep WBUR strong. Your work has never been more consequential. That is what gives us the stamina and resolve to press on — even during the hardest hours. We play a vital role in Boston and beyond. Serving the public. Reporting the truth. Enriching lives. It is a galvanizing cause — one that is impossible to equal.

Margaret Low
Chief Executive Officer, WBUR

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