The Baltimore Banner's Strategy for Scalable, Sustainable Local Journalism

In an era where local journalism is often depicted as a shrinking industry, the Baltimore Banner stands as a compelling counter-narrative, demonstrating that growth, impact, and sustainability are not mutually exclusive but rather deeply interconnected. This conversation with Audrey Cooper, the Banner's new Editor-in-Chief, reveals a strategic vision that prioritizes scale and audience-centricity, challenging conventional wisdom about the limitations of non-profit newsrooms. The hidden consequence of abandoning scale, Cooper argues, is a diminished capacity for influence and a weakened ability to hold power accountable. This analysis is crucial for anyone involved in news publishing, non-profit leadership, or the broader ecosystem of civic discourse, offering a roadmap for how to build not just a news organization, but a force for positive societal change.

The Uncomfortable Truth About Scale: Why Small Isn't Always Beautiful

The prevailing narrative in local journalism often champions a lean, niche approach, suggesting that smaller, focused newsrooms are the only viable future. Audrey Cooper, however, directly confronts this idea, positing that scale is not just desirable but essential for meaningful impact. She argues that a lack of scale erodes a news organization's ability to influence public discourse and hold powerful entities accountable. This isn't about vanity metrics; it's about the fundamental capacity to effect change. When a newsroom is small, its reporting can be more easily dismissed or ignored by politicians and public officials. The Banner's strategy of geographic expansion and audience growth is a direct response to this dynamic, aiming to build an organization robust enough to command attention and respect.

"I think if I was going to say anything controversial that'll make people want to debate in this interview, I don't believe local news will be as effective as it could be without scale. And the way to get scale is geographic growth, and it will also help our bottom line."

This perspective challenges the notion that a non-profit's mission absolves it from the need for robust business fundamentals. Cooper emphasizes that the "for-profit brain" is crucial for a non-profit's success, fostering an audience-centric approach that ultimately serves the journalism better. The Banner operates with a "non-profit heart with a for-profit brain," a duality that allows it to reinvest profits into its core mission without the pressure of shareholder returns. This model, she suggests, is not just sustainable but is the most effective way to ensure journalism can confront complex issues and drive real-world outcomes. The immediate discomfort of building scale--through expansion and demanding audience support--is framed as a necessary precursor to long-term influence and impact.

Beyond Clicks: The Dual Imperative of Impact and Engagement

In an era saturated with content, the question of how to balance investigative depth with daily relevance is paramount. Cooper addresses this directly, asserting that a successful newsroom must excel at both. The Banner's commitment to impactful journalism is underscored by its work on issues like sexual abuse allegations at a megachurch and the opioid crisis, which have led to significant independent investigations and saved lives. These are the stories that define a news organization's mission and its ability to serve the public good.

However, Cooper also recognizes that this deep-dive journalism cannot exist in a vacuum. To sustain such work, a newsroom must also be the primary source for the day-to-day news that its audience cares about. This requires an audience-centric approach, ensuring that coverage resonates and engages readers. The Banner's metered paywall, coupled with free access through library systems and institutional partnerships, reflects a sophisticated understanding of how to monetize value while maintaining broad accessibility. The "clicks" and engagement numbers are not the ultimate goal, but rather indicators of a healthy relationship with the audience, which in turn fuels the support needed for more profound, investigative work. This dual focus, while demanding, is presented as the only viable path to a truly impactful local news organization.

The Paywall Paradox: Value, Access, and the Fight for Influence

Cooper’s defense of paywalls, particularly within a non-profit context, is a critical component of her argument for scale. She firmly believes that if an organization is producing valuable journalism, audiences should pay for it. This isn't just about revenue; it's about signaling the worth of the work and building a sustainable financial model that supports ambitious journalism. The alternative, she warns, is a future where non-profits retreat into small, niche operations, thereby ceding influence to those who would seek to undermine civic discourse.

"I believe that if you're doing something that people value, then they should pay for it. And more importantly, I don't think there's another way to do it."

The Banner’s strategy of offering metered access and free community partnerships demonstrates a nuanced approach, acknowledging the need for broad reach while still maintaining a revenue stream. This "paywall paradox"--providing value that people are willing to pay for, while also ensuring that essential information is accessible--is a complex challenge. Cooper’s conviction is that giving up on scale and the associated revenue opportunities is a form of surrender, weakening journalism's ability to function as a watchdog and a civic unifier. The long-term payoff of this strategy is a news organization with the resources and the influence to tackle the most pressing issues facing its community and state.

Cultivating a Future-Proof Newsroom Culture

Looking ahead, Cooper articulates a vision for 2024 that extends beyond specific metrics to encompass the cultivation of a resilient and innovative newsroom culture. Her priorities--impactful journalism, audience growth, innovation, and a healthy culture--are interconnected. The pursuit of innovative approaches, such as experiments with machine learning and new ways of covering traditional beats, is essential for staying relevant in a digital age. This requires a willingness to move beyond the century-old models of newspaper operations.

The ultimate goal is not just to build a successful news organization for today, but to create a model that can inspire similar experiments across the country. By demonstrating that local journalism can be scaled, impactful, and financially sustainable, the Banner aims to be a beacon for the industry. This long-term vision, focused on building a culture that sustains innovation and impact, is where the true competitive advantage lies. It’s a strategy that requires patience and a commitment to delayed gratification, but one that promises to reshape the future of local news.

• Immediate Action: Embrace an audience-centric mindset in all content creation and distribution strategies.
• Immediate Action: Review existing paywall or access models to ensure they balance revenue generation with community access, similar to the Banner's metered approach and library partnerships.
• Immediate Action: Foster a culture of experimentation within the newsroom, encouraging exploration of new technologies and coverage methods.
• Longer-Term Investment (6-12 months): Develop and launch at least one significant investigative or impact-driven journalism project that addresses a critical local issue.
• Longer-Term Investment (12-18 months): Explore strategic geographic or thematic expansion opportunities to increase audience reach and overall scale.
• Longer-Term Investment (Ongoing): Prioritize building a sustainable financial model that supports ambitious journalism, whether through subscriptions, philanthropy, or a hybrid approach.
• Strategic Investment (Requires sustained effort): Actively work to build trust and engagement with the audience, recognizing that this is the foundation for both impact and financial viability.