Posts about geeks

Absolution? Hell, no

sarducciovalThe good Reverend David Carr grants us absolution. “So whose fault is it?” he asks after chronicling the excommunication of newspapers and magazines from media companies casting off their old, print ancestors to starve and die. “No one’s,” Carr decrees.

Not so fast, preacher. It is our fault. Who else could be at fault? We journalists, publishers, and journalism schools have turned out to be irresponsible stewards of journalism. We squandered our trust and our cash flow. This was was our institution to nurture and protect and Carr says it’s all but dead.

Wait a minute, Father David. That depends on what you define as our institution. He sees it as print. Well, hell, I’ve spent years now begging my journalistic coreligionists to stop defining themselves by their medium — by their means of production and distribution — otherwise they’d all end up just where they are today: the baby swirling down the drain with the holy water.

But there was good news for media companies this weekend, wasn’t there? BuzzFeed got a $50 million investment from Andreessen Horowitz. I thought venture capitalists didn’t invest in content because it has cooties, no? But its new board member, Chris Dixon, says that’s because BuzzFeed’s not a media company. “We think of BuzzFeed as more of a technology company.”

cat baptismWell, hold on, you moneychanger in the temple, you (and mind you, sir, we’re glad to have you here; please make yourself at home). BuzzFeed is still a mass media company because it still operates by mass-media economics based on volume: the more people it can tempt into its harem with the siren call of its cats, the more people it can serve to advertisers (no matter what it calls its advertising). It is a last-gasp, clever (some might say cynical) exploitation of those old-media ways, grabbing the last dollars from the cold, dead hands of Carr’s congregation. It is the newest old-media company.

But I have faith that BuzzFeed’s founder, Jonah Peretti, can invent his way out of this — that’s why Andreessen Horowitz is not nuts to invest in him. He can use the cash flow the old ways bring him to invent something new. But he hasn’t yet. And that’s the point: There’s still time. Old media companies still have cash flow they, too, should be using to reinvent themselves.

But Brother Carr has renounced his vows right from inside the old scriptorium. Fucking Gutenberg. “Nothing is wrong in a fundamental sense,” he writes. “A free-market economy is moving to reallocate capital to its more productive uses, which happens all the time. Ask Kodak. Or Blockbuster. Or the makers of personal computers. Just because the product being manufactured is news in print does not make it sacrosanct or immune to the natural order.” Or how about asking Netflix?

No, market forces are not an excuse for fatalism and ultimately suicide. Market forces are an opportunity for — forgive me, for I do know I’m getting carried away with this religion thing — resurrection. There is still time as no one has yet challenged all our old-media assumptions about content and print and reinvented journalism as what it should be.

I’ve warned you that I’m about done with a 55,000-word tome about that reinvention. I’ll give you the tl;dr now: Journalism needs to rebuild itself as a service to individuals and communities, which requires having relationships with them as people, not a mass, helping them reach their own goals in new ways — not just with content — and sustaining this work with business models built on value over volume.

That’s not what newspapers — even the digital-first among them — are yet. That’s not what BuzzFeed or Huffington Post or Business Insider or Vox is … yet. I don’t know what that is yet (thus my tome is no prophecy) but I suggest a few paths to the promised land.

At the end of his eulogy, Carr writes: “It’s a measure of the basic problem that many people haven’t cared or noticed as their hometown newspapers have reduced staffing, days of circulation, delivery and coverage. Will they notice or care when those newspapers go away altogether? I’m not optimistic about that.” Ah, but it’s a poor shepherd who blames his sheep.

So I’ll end this as good sermons should, with a charge to the congregation: Go forth and figure it out, people. Stop whining. Stop looking for excuses and forgiveness. Stop giving up. Your flock needs informing. Go find new ways to do that. And I don’t want to see your prodigal asses back in these pews until you do. That goes for us in the seminary, too.

Amen.

Come reinvent TV news

UPDATE: Registration is now open here. Our keynoter is VICE News Editor-in-Chief Jason Mojica and we’ll hear new ideas for TV News from Twitter’s Fred Graver, NowThisNews’s Sean Mills, and Occupy Wall Street chronicler Tim Pool.

lowell thomas

We’re going to reinvent TV news at CUNY on Sept. 19. Or rather, you will.

Do you have a wild vision for what TV news could or should be? Send it our way and you would win $1,000 and present your idea to an audience of TV people and TV disruptors at CUNY’s Graduate School of Journalism on Sept. 19.

You’ll be joining some innovators we know and have invited to the event to present their visions for TV’s possibilities: The conditions for everyone: You can’t present anything you’ve already done. You have to show something you (or your organizations) haven’t had the guts to do.

Your presentation could be how to summarize the news in 3 minutes better than TV does now in 22. It could be rethinking those never-ending weather reports with the brevity and informative value of Forecast.io. It could be making assets of value like backgrounders and explainers instead of just filling time. It could be rethinking the talk show to make it productive. It could be rethinking the sports report or the predictable sports interview. The presentation could be a few minutes of video or a storyboard or a sketch on a whiteboard; it’s the vision we care about — not the production value. The audience will be TV people — whose minds should be blown — and innovators — who should be inspired with new ideas, new possibilities.

Among those we’ve invited who are scheduled to come: Tim Pool of Vice; Fred Graver, creator of Best Week Ever on VH1, now handling TV matters at Twitter; Merope Mills, the new head of video at the Guardian; the folks at Fusion; Tom Keene at Bloomberg; Robert King, head of news at ESPN, and more.

The day won’t be about bashing TV news. I’ve already done that. No, this is about possibilities. We will concentrate on what TV can do well and about innovation. We will also explore the business of TV news and the reasons why this medium is ready to follow newspapers and magazines into the giant maw of disruption. Finally, it’s time to challenge the orthodoxies of TV news and rethink the form.

So if you have an idea for a way to reinvent TV news — a new method, a new segment, a new show, a new site or service — summarize it here. You could win $1,000 and and the chance to show it to people who might help make it happen.

If you’re interested in coming to the event, sign up here for updates and we’ll let you know when invitations open up. Also sign up there to get a reminder so you can watch the event on a live stream or afterwards on video.

This is the beginning of a crusade at the Tow-Knight Center and CUNY, where we are also starting a course this fall in reinventing TV news. Expect to hear much more on the topic from us.

The decootification of media companies

LOCALADV DIGITAL PHOTO BY JUSTIN BEST Cooties for a Kristi column.

This pretty much completes the circle: Now Gannett is ready to spin-off its print properties, following Scripps in 2007, Belo in 2008, News Corp. in 2013, Tribune Company in 2014, and Time-Warner in 2014 — not to mention the Graham family putting the Washington Post up for adoption by Jeff Bezos.

Thus ends the decootification of media companies: entertainment here/print there; future here/past there; profitable here/screwed there. In corporate transactions, an unnamed venture is called a newco. In these media transactions, the abandoning parents might as well have called each progeny a crapco. They are not only set off on ice floes like elderly Eskimos awaiting a cold death, but some of their abusive parents — namely Time-Warner and Tribune — saddled them with horrendous debt. A few didn’t. Gannett’s spin-off is to be debt-free. Give considerable credit to Rupert Murdoch — who does love newspapers — leaving News Corp. with no debut and $2.6 billion in cash.

This is happening because the bad news for news isn’t over. The last best category of advertising in newspapers is the distribution of FSIs, free-standing inserts — circulars and coupons — which by one account adds up to 30-50 percent of newspapers’ retail advertising (though retail advertising continues to plummet). The last, best reason to keep printing and distributing a newspaper is FSIs. When you see papers cut frequency of printing or distribution to a few days a week, those are not hot news days; those are the days that bring FSIs and their revenue.

I’ve been saying here for some time that FSIs will go away. About two years ago, I asked a big-box retailer that makes much money from its circulars (from charging brands for presence in them) how long it would be before the circulation of print newspapers would fall below critical mass. The reply: 24-36 months. Note how long ago that was. FSIs are holding on for now but they are bound to start dropping off (a cliff) when (1) newspaper penetration — now running about a third of the country — continues to die off and as (2) consumer adoption of digital and especially mobile couponing rises and as (3) retail itself suffers in the face of Amazon and now Amazon, Google, and eBay all experimenting with same-day local delivery. Add (4): At the PostalVision2020 conference a year ago, the postmaster general described the entire business model of the United States Post Service as an advertising delivery medium; it will compete with newspapers for those last printed circulars and coupons and it is just as desperate for them.

I’ve also been saying here for some time that the real goal of newspaper publishers should be to become sustainable digital enterprises before the day when print becomes unsustainable. I’ve worked with two companies that are trying. Digital First started down the path but hasn’t arrived; it is a more digital and more viable company but still has a way to go to reach the promised land. Advance has consolidated digital and print in its markets, reducing print frequency in some and in all markets making digital the primary product for consumers and advertisers as well as staff and print a byproduct that still produces cash. Other companies have gone for short-term cash-flow fixes — namely, paywalls, whose growth has stalled both at Gannett (about 1 percent after a year) and now at The New York Times (in its latest quarterly report, the paper said growth of core digital subscriptions — apart from new digital products that themselves didn’t sell so well — stalled at just over 1 percent).

The job of turning a legacy news organization into a new digital organization is both wrenching and expensive. It requires urgency. It also requires patience and patient capital to fund reorganizations but especially innovation, which entails experimentation and thus failure — in a word, risk.

What these spin-offs signals is that media companies do not have the stomach, patience, capital, or guts to do the hard work that is still needed to finish turning around legacy media. So they spin them off. What used to be Gannett, Tribune, Scripps, and Belo are now TV companies. What used to be News Corp. and Time Warner are now entertainment companies — companies that might merge not, in my opinion, because that’s such a wonderful deal but because the best path they see to growth is not innovation there either but instead cutting costs and consolidating negotiating power to outmaneuver (with help from legacy telcos) the Netflixes of the future.

I see something else happening here: the end of the mass-media business model built on reach and frequency (unique users and pageviews) — in a word, volume. Google, Facebook, retargeting, programmatic advertising, all the companies and trends that are growing in advertising focus on individuals over masses, on data over mere exposure. If news companies do not figure out how to know people as individuals and find value there, reconstituting themselves as relationship rather than merely content companies, then they will find the ice floes under them melting sooner than later.

: LATER: Here I am on Bloomberg TV Market Makers on this story today.

No silver bullets

Screenshot 2014-07-18 at 9.55.56 AM
Lewis DVorkin performed a miracle with Forbes … almost. He almost rescued a dying brand, almost helped get it sold to a new owner, and almost rescued the Forbes family and its no-doubt-regretful investor Elevation Partners. I respect Lewis’ inventiveness and innovation. He has done the best he could with the brand he had.

But there’s only so much that can be done urgently with old media on the descent. As Steve Forbes himself said announcing the sale of a majority stake in his company to a group of Asian private-equity investors and cataloguing how his business used to be run: “The web has made this way of doing things obsolete.”

The Times, quoting unnamed sources, says the deal values Forbes at $475 million, but the Financial Times’ John Gapper properly asks:

Axel Springer, a leading European magazine publisher and digital company, was supposed to be interested in Forbes. But it and other media buyers dropped out early. Forbes had reportedly been hoping to sell the entire company for more than $400 million. That didn’t happen. Whatever the real valuation, given the buy-out of Elevation Partners — which had invested in Forbes in 2006 getting a reported 40% for $250-300 million, valuing the company then at under $750 million — and given the large chunk that Forbes is left with, I’d guess the family got something in the borderline nine figures. [I should add that as one commenter elsewhere points out, I'm not even trying to make a guess at such things as liquidation preferences for Elevation.] Not a deliriously happy ending for the Capitalist Tool, but — as people told me this week when I complained about turning 60 — it beats the alternative.

When DVorkin returned to Forbes in 2010, where he had been executive editor a decade before, with the purchase of his startup True/Slant, he brought with him what looked like a solution for a dying brand: He used that brand as candy to draw more than a thousand contributors to write mostly for free — the top few traffic attractors can make a decent buck — adding onto the work of a few score Forbes staff journalists. Thus he simultaneously exploded the quantity of content Forbes could serve while reducing the total cost of content to nearly nil. Now I’m all for media opening up to more voices, but let us acknowledge that not only the price but also the overall quality of Forbes content declined.

At the same time, the business side, headed by Mike Perlis, used that dying Forbes brand as candy for advertisers: Come appear on Forbes.com with your own pieces labeled “Brand Voice.”
Screenshot 2014-07-18 at 10.37.24 AM
I’ve long said that if you have to put a link next to a label saying “what’s this?” then the label clearly isn’t clear enough. This was a pioneering entry into the the so-called native advertising that is now overtaking media everywhere. Just as it was supposed to be the salvation of Forbes it is now supposed to save legacy media.

Beware the silver bullet. It can backfire.

The problem in the end for Forbes, I believe, is that the brand became even more devalued. I illustrate this very simply: Now, when I see a link to Forbes on Twitter, I don’t know whether it is going to take me to (1) the good work of a Forbes journalists, (2) the good work of a Forbes contributor, (3) the bad work of one of many Forbes contributors, or (4) the paid and wordy shilling of a Forbes advertiser, e.g.:

Thus, I hesitate three beats before clicking on a Forbes link. That is the definition of a devalued media brand. And that is precisely what other media companies should fear as they more and more try to fool their readers into thinking that what we used to call advertising is now something else that can comfortably live under brands, enigmatically labeled.

The real lesson of Forbes is that there are no easy answers and quick solutions for transforming legacy media companies. DVorkin became a key tourist attraction for media executives touring New York. I know because I took many of them to meet Lewis. He generously shared his means and methods. But I also told these executives that the path was not without the peril I just described.

Media executives are looking for quick fixes still.

Tablets were going to save them, returning to them the control of user experience and business model the link had taken from them. Hearst Magazines has had some success with tablets. But salvation does not this way lie.

Pay walls were going to save them, finally recognizing the value of their content online. But as Gannett has learned, after grabbing cash flow the first year, growth stops. No Moshiach there.

Ad marketplaces were going to save them — or at least let them compete with Google. But programmatic advertising — those ads that follow you all around the web telling you to buy that kayak you looked at once on Amazon — commodify media. They value direct data about a customer over the context media provides — that is, it’s better to show a kayak ad to a kayak buyer than to buy an ad next to a kayak story. This is why I argue in the start of a white paper I’m finishing now that we must shift to a business based on known relationships with people as individuals and communities rather than as a mass.

Shifting to a relationship and service strategy over a pure content strategy will take not only urgency but also time, with much experimentation and failure and a need for patient capital — likely not the Hong-Kong-based private-equity investors Forbes now has, not the hedge funds that Digital First Media has, not the public owners that Gannett and Time Inc. have. This won’t be easy.

I’m not saying that DVorkin and Perlis ever thought that what they were doing was easy. But others did. They hoped that Forbes would show the way to a solution for all their problems. Well, so much for that. That way lies the skin of your teeth.

The German war against the link

German publishers are not just fighting Google. They are fighting the link and thus the essence of the internet.

Half the major publishers in Germany have started a process of arbitration — which, no doubt, will lead to suits — to demand that Google pay them for quoting from and thus linking to their content. And now we know how much they think they deserve: 11% of Google’s revenue related to their snippets. From their government filing, they want a cut of “gross sales, including foreign sales” that come “directly and indirectly from making excerpts from online newspapers and magazines public.” [All these links are in German.]

Their demands are as absurd as they are cynical and dangerous. First, of course, Google is sending the publishers plenty of value as well. That is, Google is sending the publishers us: readers, customers, the public these news organizations allegedly want to serve. So what are we, chopped liver? I’ll be posting an essay soon that argues that one reason media have a problem building new digital business models is that we still think value is intrinsic only in content; we have no marketplace and metrics for valuing the creation of an audience for it (now that those functions are unbundled). If the publishers really want a fair exchange of value, then they should also be paying Google for the links — the readers — it sends their way. But, of course, that would create a moral hazard and corrupt search; that Google does not charge for placement in search and Google News is precisely what set it apart from predecessors and built a valuable and trusted service.

Google is never going to pay for the right to quote and link to content. That would ruin not only its business but also the infrastructure of knowledge online. If we can find only the knowledge that pays to be found, then the net turns into … oh, I don’t know, a newsstand?

The publishers aren’t stupid. They realize these facts. That’s what makes their action so cynical. They are trying to blackmail net companies in hopes of getting some payoff from them. They’re not just going after Google but also Microsoft and Yahoo — though, interestingly, if a company has only a search engine, the publishers would charge them only a third of their tariff. That is to say, they want to go after the big net companies because they are big targets.

Earlier this month, I spoke at a Google Big Tent event in Berlin (Google paid my travel expenses; I do not accept other payment from Google) where a conservative member of parliament, Dorothee Bär, had the admirable guts to criticize these mostly conservative publishers for their efforts, telling them that she opposed passage of the law that is allowing this nonsense — a Leistungschutzrecht or ancillary copyright — and also warning them that a failing business model is no excuse to run to government begging for regulation. You’d think conservatives would agree about that. But that, again, is what makes the publishers’ campaign so cynical.

Note, by the way, that Google does not place advertising on Google News. Are the publishers seeking 11% of 0? Note as well that there is data to say that longer samples of content could end up sending *more* traffic to creators (more on that, too, in a later post). These are facts that will need to be discussed in any suits.

Add all this to other attacks on Google by German media and politics against Google: the Verpixelungsrecht — right to be pixelated — in Google Street View and calls by German politicians to break up Google. Add to that as well the recent European court decision upholding a right to be forgotten and requiring Google to take down links to content that subjects don’t like.

And I worry about the net. I worry about Europe and especially Germany about their efforts to protect the past. I’ll likely write more about that as well later.

But, of course, these warriors do not speak for all of Germany or all of Europe. The instigators of the war include Axel Springer, Burda, WAZ, the Müncher Merkur, and others. But other major publishers — Spiegel Online, Handelsblatt.com, FAZ.net, Stern.de, Sueddeutsche.de and [cough] the new German edition of Huffington Post — have not joined the war. And there are politicians such as Bär and outgoing vice president of the European Commission Neelie Kroes who have the courage to defend the future. Here is Kroes the other day responding to strikes across Europe protesting the arrival of Über:

The debate about taxi apps is really a debate about the wider sharing economy. That debate forces us to think about the disruptive effects of digital technology and the need for entrepreneurs in our society. . . .

Whether it is about cabs, accommodation, music, flights, the news or whatever. The fact is that digital technology is changing many aspects of our lives. We cannot address these challenges by ignoring them, by going on strike, or by trying to ban these innovations out of existence. . . .

I believe it is a fundamental truth that Europe needs more entrepreneurs: people who will shake and wake us and create jobs and growth in the process.

We also need services that are designed around consumers. The old way of creating services and regulations around producers doesn’t work anymore. They must have a voice, but if you design systems around producers it means more rules and laws (that people say they don’t want) and those laws become quickly out of date, and privilege the groups that were the best political lobbyists when the law was written.

That is old-fashioned compared to a system that helps all of us as consumers, and encourages entrepreneurs. We need both those elements in our economy; otherwise we will be outpaced to our East and our West. We’ll be known as the place that used to be the future, but instead has become the world’s tourism playground and nursing home. I don’t want Europe to have that future. . . .

More generally, the job of the law is not to lie to you and tell you that everything will always be comfortable or that tomorrow will be the same as today. It won’t. Not only that, it will be worse for you and your children if we pretend we don’t have to change. If we don’t think together about how to benefit from these changes and these new technologies, we will all suffer. . . .

Good metrics, bad metrics

Screenshot 2014-03-10 at 10.28.01 AMChartbeat CEO Tony Haile writes an important piece about bad media metrics online. He pokes holes in the value of the click as the be-all-and-end-all of media measurement. He reveals that sharing turns out to be a bad measurement of engagement and value because we often don’t read what we “like” or share (we just bother other people with it). He deflates the value of native advertising, demonstrating with hard data that readers understand the difference between real content and — let’s call it what it is — advertising and they quickly abandon it.

The bottom line of Tony’s data is bad news for cynical publishers who have tried to manipulate readers with link-bait headlines and lists, and who are trying to pull the wool over advertisers’ eyes by selling them link-bait listicles and so-called native advertising. Certain emperors have no clothes. The readers know it. The advertisers will wake up and realize it.

But that’s the bad news.

Where we should turn the discussion next is to what the right metrics for media should be. As they say, you get what you measure. So what should we measure? How do we create positive feedback loops that improve the news, not degrade it as unique users, pageviews, and other relics of mass media have done?

I’ll start with the most important and most difficult thing to measure: outcomes. Were people more informed because of what we gave them? Did they accomplish what they wanted as individuals (Sally got new health insurance and saved money) or as communities (Riverdale cleaned up that messy park)? I just had breakfast with Robert Rosenthal of the Center for Investigative Reporting and he told me they start the process of reporting by considering impact and they end by trying to measure it. Why deal in bad proxies for good journalism, based on popularity, when we could get to the reason journalism should exist: to improve the world?

In his book News: A User’s Manual, Alain de Botton says that news has “the power to assemble the picture that citizens end up having of one another; the power to dictate what our idea of ‘other people’ will be like; the power to invent a nation in our imaginations.” And it has the power to help us get there. (Many more quotes in my post about the book, here.) Mark Zuckerberg says that platforms, including news, should offer communities “elegant organization.” These are higher aspirations than mere exposure.

On a tour of technology companies in Silicon Valley a few weeks ago with my dean, we talked about metrics and found different measurements being used for different platforms with different goals. Ev Williams’ Medium values total time spent reading. That is appropriate for a platform that wants to get people to explore ideas in depth — and I find I’m spending more time there reading more posts; it’s working.

Attention, in the form of time spent, is used by many in media as a measure of engagement. But that’s not always the case. Attention can also be another egocentric media metric: how many people come to look at my stuff; how many pages of my stuff do they look at; how much time do they spend with my stuff? No, sometimes, the less time spent the better. What if news were more efficient? Sometimes, spending less time to get what I want is the right metric. That metric doesn’t serve the old media business model of delivering as many eyeballs to as many ads as possible. That is why Yahoo shifted from — in the words of cofounder Jerry Yang — getting you in and out with the answer you needed as quickly as possible to instead trying to bombard you with content and keep you around as long as possible to show you as many ads as possible. Attention, in the wrong hands, can also be a corrupting metric.

Cir.ca has a fascinating metric: follows. When a reader follows a story, she is telling Cir.ca, “Please bother me and let me know when something new happens here.” That is a measure of true interest.

Similarly, Flipboard keeps track of how many people subscribe to a publication — and even to an advertiser’s publication. It also watches what people “flip” or save to read later, which strikes me as a much better indication of interest than sharing.

Google has long valued links as a digital version of citation. That has served search well. Google News also uses citations to try to infer which news organization created or is staying on top of a story — if everyone writing about Walter Reed Army Medical Center quotes the Washington Post then there’s a good chance it’s the Post’s story.

Repost.US and YouTube and now Getty Images track embeds — how many people truly want to share a video or an article because they repost it in their own space on the web. The problem with just “liking” or “sharing” on Twitter and Facebook is that there turns out to be no cost for those transactions; it’s too easy to just keep passing things on. Embedding uses my space and affected my reputation with you. I would like to see more such higher friction means of sharing that really do impute engagement.

What is engagement? It’s likely not one measure of one method of interacting with content. It could be that I spend time with something, that I interact with it or the people gathered around it (though don’t we know that comments are no indication of quality), that I save it, that I take action based on it.

We want to find good proxies for engagement in the hopes that they will lead us to indications of quality, which in turn should tell us something about the authority of the creator and the trust the public has in her. None of these is easy to measure, like “likes.”

Another word for engagement is relationship. I have been arguing that we in news should stop seeing ourselves as content factories and start seeing ourselves as members of our communities who are in the relationship business, who use what we know about people to better serve them. Thus, I ask media companies how many relationships they have with the people they serve and what they know about them — what signals they have, enabling them to improve relevance and thus value and often impact. Those are metrics that start with the public rather than with media. Those are metrics that matter.

Listen: They do exist

My two recent posts about philanthropy and the news touched a nerve among not-for-profit news gatherers, leading to a podcast conversation with Scott Lewis, head of Voice of San Diego (starting at about :22), and a response by Steve Waldman. Laura Walker, the CEO of New York Public Radio, also asked to respond here. Laura is a brilliant businesswoman who could run rings around any for-profit media executive. She also made a big announcement today about a $10 million grant to fund digital innovation. I don’t usually hand this space over to anyone else, but I happily give it to Laura here:

logo-wnycYour post “Philanthropy and News” and related tweets have sparked an important conversation about the role of philanthropy in journalism. I wholeheartedly agree with you that philanthropy should help build sustainable models in journalism that have diverse revenue streams. As you often point out, business thinking and revenue generation are critical to the future of our industry.

But, I don’t agree at all with your statement: “Every time a rich person gives to a news nonprofit, a journalism startup loses its wings.” Philanthropic giving to nonprofit news doesn’t compete with investment in for-profit news startups. It’s not “an either/or” scenario as to who will survive. More importantly, philanthropic support for journalism has provided seed funding for successful models of nonprofit journalism, including public radio. Models of success do exist!

Here’s how I see it:

• Philanthropic grants are not taking away capital from startups. The motivations and reasons for venture funding are fundamentally different from philanthropy. Both can be an investment in the future of news and work together to enhance overall quality in journalism.

• Investment in nonprofit journalism can be an investment in sustainable journalism. Already today, philanthropy is seed funding important work and sustainability in journalism; just look at public radio, ProPublica and The Texas Tribune. To be sure, many nonprofit journalism enterprises have failed, and many don’t have business leadership. Just as with a for-profit investment, it is critical that philanthropic investors “kick the tires” on the leadership of nonprofits to make sure that a business plan has been created and sustainability can be achieved.

• Hands down, the most successful sustainable nonprofit model is public radio, and it is too often overlooked by you and others. Public radio, with some 1,200 reporters including NPR and stations around the country, has diverse revenue streams, uses venture philanthropy, and through collaboration offers national scale, local relevance and powerful enterprise journalism.

Let’s take New York Public Radio as an example:

Diverse Revenue Streams

• Our journalism and radio programs are sustained through the contributions of 175,000+ members, corporate underwriting, events, fees from other public radio stations, as well as institutional giving and major donor gifts.

• Institutional giving and major donor gifts are just pieces of a diversified revenue model that is built to promote long-term sustainability and impact.

Venture Philanthropy

• Philanthropy often seeds new ideas and helps create an infrastructure for them.Then, we sustain these efforts over time in concert with other diverse revenue sources. Philanthropic contributions from the Charles H. Revson Foundation, John S. and James L. Knight Foundation, Ford Foundation, Jerome L. Greene Foundation, Geraldine R. Dodge Foundation, Alfred P. Sloan Foundation and others have acted as venture funding to seed projects like our Stop and Frisk coverage, our Data News unit,Radiolab, The Takeaway, and our New Jersey news unit, as well as the creation of digital apps that are designed for how people consume news today.

• This approach fuels just the type of innovation you are calling for and has resulted in journalism that has won many awards, including three Alfred I. duPont-Columbia Awards and seven George Foster Peabody Awards in the last several years.

Collaboration

• “Philanthropy and News” also highlighted the need for collaboration within the news ecosystem – to both innovate and best serve audiences. At its heart, the public radio system is based on a collaborative reporting model – stations working with NPR and other national outlets to cover breaking news and to offer an expansive national report.

• Then, there are projects and efforts within the system like Fronteras along the border, The Takeaway and the New Jersey News Commons, in which our New Jersey Public Radio service plays a leading role, working with NJ Spotlight, Montclair State University’s journalism program and other news providers, small and large, new and established.

• Sometimes we compete and sometimes we collaborate, but as a recent J-Lab study noted: “Public media outlets play an important role for news startups. A partnership with a public broadcaster amplifies their journalism and validates their efforts in ways that can help their sustainability.”

We both agree that building sustainability in journalism is essential. We should learn from all the models before us – the ones that failed, the successful ones that currently exist, and the experiments being taken up by for-profit startups and fueled by philanthropy in the nonprofit sector. For an example of sustainable nonprofit journalism, just listen to your radio.

The price of eggs

Glenn Greenwald has responded to Pando Daily’s story about the Omidyar Network and Ukraine with the force and speed we have come to expect. Good. Now I also wish he and his colleagues would turn around, ignore Pando, and create a statement of principles, a compact with the public. Greenwald begins that in his last paragraph of the Pando post:

But what I do know is that I would never temper, limit, suppress or change my views for anyone’s benefits – as anyone I’ve worked with will be happy to tell you – and my views on such interference in other countries isn’t going to remotely change no matter the actual facts here. I also know that I’m free to express those views without the slightest fear. And I have zero doubt that that’s true of every other writer at The Intercept. That’s what journalistic independence means.

That is still reactive to Pando. I would like to see a positive statement of principles: What we stand for. What we guarantee you we will always do and never do. What we will disclose to you….

You could say that we already have journalistic principles, plenty of them, produced by no end of journalism practitioners, professors, and blatherers like me. Very true.

But as Greenwald and others reinvent journalism, it is good to rethink and reassert principles. It is a useful exercise for any journalistic organization: for a reimagined New York Times or a newly invented First Look or Pando or even Gawker. What do you stand for? What assurances to you give us, the public you serve, that we can and should trust you? What can we expect of you?

Greenwald’s principles would not match those of fusty old American journalistic institutions. Start with the obvious: He takes stands. He has a perspective. He measures his value by his impact. (And I endorse those principles.) That is his raison d’être. What is theirs?

Now Greenwald also says that the views and actions of his funder don’t matter because he promises he won’t let them matter (see: principles above) and besides, all rich people have views and entanglements and — to paraphrase a classic Woody Allen joke — we need the eggs. Well…..

There are limits. I pulled my last book, Public Parts, from Harper Collins because I was being critical of and did not want to be subject to the control of Rupert Murdoch. There are others I would not work for and some I am sure Greenwald would not work for (even if they would hire him). I worked for others I should have liked — like Time Inc. — but threatened to resign when I disapproved of what they did. I know my limits.

So there is another step needed here: We need to hear from the funders, the moguls, to give us first transparency and then assurances.

Now in Pierre Omidyar’s case, I pointed out yesterday as Greenwald did today that it took only .3 milliseconds in a Google search to find that the Omidyar Network had funded civil society groups in Ukraine; they sent out a press release about it in 2011. I’m not sure what Pando’s revelation was, except perhaps to make the connection with USAID, though that’s also discoverable. Given Omidyar’s and his network’s vast activities, it’s hard to say that they could create a single transparency document (like simple me). Instead, it is better that they operate under a principle of revealing their financial involvements and making them transparent to Google search.

But what we could have is assurances from both sides of a financial transaction: not only the journalists assure us of their independence, as Greenwald does, but also that the funders guarantee that independence. It would be good for Greenwald et al to write the statement of principles and for Omidyar to endorse it.

When I wrote a post about philanthropy’s relationship to news this week, I had a sixth guideline I should have left in: Charity brings strings. Journalists like to think that they can get manna from heaven to rescue them from the nasty commerce of marketing and advertising, of earning audience and revenue, of sustainability. But as the Guardian’s Alan Rusbridger has pointed out, it was advertising that freed journalism from the control of political entities and gave them independence.

Now journalists are seeking patronage once more. They need to take those checks with eyes wide open and they need to have a conversation with the public about the implications for them and the journalism they serve to us.