Photo: NiemanLab.
Now nonprofit, the Salt Lake Tribune has achieved something rare for a local newspaper: financial sustainability.
Yesterday we talked about getting news from a whistler in the mountains. Today we look at a more traditional approach, but one that is also seeing changes. Here’s one of NiemanLab’s deep dives into what’s going on in US news delivery.
Sarah Scire writes, “It started when Andy Larsen, sports reporter and data columnist for the Salt Lake Tribune, got annoyed with an ‘obnoxious’ ad on the Tribune’s own site. He brought his frustration about the digital clutter to someone else who happened to be working late in the newsroom — chief development officer Ciel Hunter.
“ ‘I asked her: “Hey, how much money do we make on this? Is it really worth it?” ‘ Larsen said. ‘That led into a conversation about how much we make from digital ad revenue overall, when compared to sponsorships and donations, which then led to talks on everything else. I was pretty floored and impressed with her transparency on everything over the course of the next couple of hours, which then led me to ask about making those same numbers public, and if I could help with the project.’
“That’s how Larsen ended up writing an annual report that gives the public — including nosy newshounds like you and me — a look at the inner workings of the first legacy newspaper in the U.S. to become a nonprofit.
“Larsen said he was given access to ‘internal financials and metrics of every kind.’ … He also interviewed [chief executive officer Lauren Gustus], Hunter, and director of finance Doug Ryle about the company’s finances and future plans. …
“This public-facing report is a first for the 153-year-old Salt Lake Tribune, which took inspiration from Defector and the Texas Tribune. It imagines an audience that includes subscribers, local residents, potential donors, news industry followers, and — as its origin story suggests — at least some of the Tribune’s own employees.
“News organizations have historically sought to maintain a strict separation between business and editorial operations to protect newsroom independence, and it’s been said — maybe not unfairly — that journalists don’t know much about the business of news. There are signs that is changing. … We’ve seen news organizations open communication that gives journalists a better idea of what, exactly, needs to happen for their publication to survive and thrive — and where they fit in.
“ ‘A firewall between business and editorial is essential for the integrity of the product, IMO,’ Larsen said. ‘On the other hand, that firewall can also be limiting when it comes to belief between the two groups — frankly, I think some of our own writers, including myself, had just assumed that our business was in worse shape than it was, just based on us operating in the newspaper biz in 2024. One way to get the information out to staff without breaking that firewall was just publishing everything to everyone.’
“Larsen said some expenditures stood out to him but that, mostly, he was happily surprised with what he found poking around his employer’s finances. ‘Honestly, that we were seeking donations to specifically address my biggest Tribune if-I-was-czar wants — a better website, free to all — brought me joy.’ …
“Larsen also takes time to address some common misconceptions and criticisms he encounters as a Tribune reporter, including readers who believe Paul Huntsman runs the paper (Huntsman, who rescued the paper from hedge fund ownership eight years ago, stepped down as board chair in February) or assume the Tribune is failing financially. …
“ ‘People in Utah appreciate knowing how we’re doing,’ Gustus said. ‘This is understandable, both because everyone thinks local news is on the rocks and here in Utah it’s the Tribune that can publish stories nobody else does.’ …
“The Tribune expects revenue and expenses to dip in 2024 after chief revenue officer Chris Stegman departed the Tribune in May and brought several Tribune advertising employees with him. Executive editor Gustus praised Stegman for helping turn the Tribune toward financial sustainability but said the change has allowed the newspaper to reorganize its business-side operations to better reflect the nonprofit mission, including moving philanthropy and advertising into the same division, and reduce expenses. …
“The newspaper has not made layoffs — which Larsen describes as ‘damaging to the soul of the Tribune‘ — since 2018 and has grown the newsroom by 10%.
“In July, staff at the Salt Lake Tribune announced their intention to form a union — including, as he disclosed in the annual report, Larsen himself. The newspaper’s management voluntarily recognized the Salt Lake News Guild four days later. …
“The paper edition (now printed twice a week) of the Salt Lake Tribune has 9,165 subscribers — down from 36,000 print subscribers when the Tribune ended its 149-year run as a daily paper back in 2020 and 200,000 subscribers at its peak.
“As of early June 2024, the Salt Lake Tribune also has 30,362 digital subscribers. Digital access costs $8 for the first three months and $8 per month after that. … The newspaper anticipates digital subscription revenue will edge out print revenue for the first time in 2024.”
Larsen also stated in the report, “Our goal is, at some point in the years to come, to remove that paywall. To allow all, regardless of their ability to pay, to read more Tribune journalism.” I would follow it then because Utah is a whole different world to me. “Free” is possible. Thanks to ads and donations, the nonprofit paper in my town is free to all.
More at NiemanLab, here. No paywall.
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