James Fallows is a staff writer at The Atlantic and has written for the magazine since the late 1970s. He has reported extensively from outside the United States and once worked as President Jimmy Carter's chief speechwriter. He and his wife, Deborah Fallows, are the authors of the 2018 book Our Towns: A 100,000-Mile Journey Into the Heart of America, which was a national best seller and is the basis of a forthcoming HBO documentary.
James Fallows is based in Washington, D.C., as a staff writer at The Atlantic. He has worked for the magazine for more than 40 years and in that time has also lived in Seattle, Berkeley, Austin, Tokyo, Kuala Lumpur, Sydney, Shanghai, Beijing, and London. He was raised in Redlands, California, received his undergraduate degree in American history and literature from Harvard, and received a graduate degree in economics from Oxford as a Rhodes scholar. He has been elected to the American Academy of Arts and Sciences, and as a Fellow of the American Geographical Society. In addition to working for The Atlantic, he has spent two years as chief White House speechwriter for President Jimmy Carter, two years as the editor of U.S. News & World Report, and six months as a program designer at Microsoft. He is an instrument-rated private pilot.
Fallows won the National Magazine Award for his 2002 story “Iraq: The Fifty-First State?” warning about the consequences of invading Iraq; he has been a finalist four other times. He has also won the National Book Award for Nonfiction for his book National Defense and an N.Y. Emmy award for the documentary series Doing Business in China. He was the founding chairman of the New America foundation. His books Blind Into Baghdad (2006) and Postcards From Tomorrow Square (2009) are based on his writings for The Atlantic. Before Our Towns, his most recent book was China Airborne (2012). He is married to Deborah Fallows, the author of the book Dreaming in Chinese. Together from 2013 to 2017 they traveled across the United States for their American Futures project, which led to Our Towns. They have two married sons and five grandchildren.
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From an author’s point of view, the most important quality of any book is its done-ness. Once you accept that a book is as good as it is going to be, and as finished as you can stand to make it, the miasma lifts and you can move on—to the next writing project!
From a reader’s point of view, the most important qualities of a certain kind of non-fiction book are brevity, specificity, and humor. I’m talking about “theme”or “argument” books that address a current issue—as opposed to, say, biographies, which can be at their best when long and meandering, or narratives or histories, which are designed to immerse you in the details of another time and place.
When the purpose of a book is to advance a new or different way of thinking about a topic, it should be: as short as possible (so the reader gets the point efficiently); as specific as possible (so the reader can test the argument, and perhaps change future ideas or behavior); and as droll as possible (because, obviously).
Garfield is known to most of the world as co-host, with Brooke Gladstone, of the public radio show On the Media, from WNYC in New York. I’ve known him in that way, from listening to the show regularly and being an occasional guest on it. But I’ve also followed Garfield’s work through the years on the topic of this book—actual programs and systems to improve the media, both financially and substantively. In American Manifesto he pulls together many of the themes he has developed. The result is something that’s neither, on one extreme, a detailed, step-by-step “white paper”-style report on media improvement—nor, on the other, just an op-ed-scale lament.
Instead it’s part diagnosis, part prescription. As he puts it in the early pages, in a passage that gives an idea of his writing tone:
This book is a cry for help in three parts. The dry way of describing it: “An examination of the tragic confluence of the American preoccupation with identity and the catastrophic disintegration of mass media, yielding a society that may be irretrievably fractured, unless we act now.” A less dry way of putting it: “Run for your life. We’re being Dumptied.” As in Humpty, the self-satisfied jumbo egg that once sat atop a big, beautiful wall and wound up in countless irreparable pieces.
Take note: I am not speaking of Trumpty Dumpty. The greatest threat we face is not from a rogue president, but from ourselves.
The three parts that follow are about, first, social and political division; and second, the collapsing economics of traditional media. (“Media have been ‘disrupted’ like the Hindenburg was ‘disrupted.’ A three-century-old mass-media model has been blown to smithereens, and the surviving journalistic fragments are not only too poor to adequately watchdog the government, but also algorithmically segregated from huge swaths of the electorate. O, the humanity.”) The concluding third section is a six-point action plan for individual, corporate, and political remedies.
For most people who have followed the future-of-media debate, the book’s greatest value will be in part three, the recommendations. I won’t give away all of Bob Garfield’s action plan. But I will say that one of its main public-policy proposals involves modernizing antitrust laws and enforcement, to catch up with the technological, financial, and social realities of this age.
The title of that chapter is “No, Really, Trust Busting.” The term “trust-busting” comes of course from the original Gilded Age era, when new and maturing technologies (railroads, automobiles, mass production, mass communication, industrialized agriculture) created new fortunes and new inequalities. The Sherman Antitrust Act of 1890, the Teddy Roosevelt trust-busting efforts of the early 1900s, the rise of the labor movement, the state-by-state spread of reform laws—these were all responses. For democracy and civil society to survive after our Second Gilded Age, something comparable is necessary now. So Bob Garfield argues, and so I agree.
(By the way, one of the best political speeches I’ve heard on this topic was by a U.S. senator, back in 2016. You can read about the event where the senator spoke, which I happen to have attended, here, and get a PDF of the speech text here. Spoiler: The senator was Elizabeth Warren, and the speech was given long before she launched her presidential run. The event was titled “America’s Monopoly Problem: What Should the Next President Do About It?” It took place when most of the political world assumed that the “Next President” in question would be Hillary Clinton, because of her then-enormous lead over Donald Trump in the polls.)
I was glad to have read American Manifesto, and I think most media- or politics-minded people will be too. Congratulations to Bob Garfield on its done-ness, and good news for the rest of us in its brevity, specificity, and wit.
Let’s take another look at Dayton, Ohio. For context, here is a report on how the city has dealt with the loss of major industries over the decades, and with the mass shootings in its nightlife-and-cultural Oregon District this past summer. And here is a report on how the University of Dayton—a private, Catholic, research university located a few miles from downtown—is reconceiving its mission to emphasize revival of the community as a whole.
Today’s subject is another major part of the local higher-ed equation, Sinclair Community College. Sinclair is very large as community colleges go, with an enrollment of about 28,000 students per year in college-credit courses, and another 12,000 in other programs.
It also has a very long history. It was founded in the late 1880s, growing from vocational-training programs that a young Scottish immigrant named David Sinclair had established at the local YMCA. The main clientele was factory workers, many of them immigrants, who were pouring into this part of Ohio (as with other midwestern cities) during its industrial-age boom. The original Sinclair’s ambition was to provide specific technical training and general “Americanization” courses in civics and language.
“Many community colleges around the country are celebrating their 50th or 60th anniversaries now, because they were part of the big post-World War II educational expansion,” Steven L. Johnson, who has been president of Sinclair since 2003, told me in Dayton last month. “We’re into our 133rd year.” He said that while some institutions might have predated what David Sinclair and his contemporaries set up in Dayton, today’s Sinclair Community College appears to have the longest history of continuous operation among all U.S. community colleges.
In dispatches from around the country, Deb Fallows and I have argued that community colleges are the indispensable part of this era’s U.S. educational establishment. We’ve seen and described this in Mississippi, and in rural post-tobacco Virginia, and across Michigan, and many places beyond. I still believe what I argued about community colleges earlier in this journey — namely, that while every branch of American education is always “important,” from preschool and K–12 to the most intense research universities, community colleges really are the crucial institutions of this economic and political moment. That is because:
They’re local- or state-based, and thus far freer to experiment, adapt, and innovate than most federally run institutions are at this moment of paralyzed national politics.
They’re more and more the institutions that feel responsible for matching people who need opportunities with the fastest-growing opportunities of this era. (For instance, in much of the country there have been more openings than candidates for relatively high-wage “skilled trade” jobs: from welding and construction, to engine and robotics maintenance, to many aspects of the ever-expanding health-care industry. Many community colleges emphasize preparing graduates for jobs that are in demand right now, while also developing skills and adaptable-learning techniques that will apply for whatever jobs emerge a decade from now.)
Because they’re often dispersed across a state, with branches in smaller cities and rural areas, many of them have taken a lead in devising region-wide and rurally focused development plans. Most everyone knows that America outside the big cities faces its own set of challenges, from attracting new residents to creating new economic strongholds to dealing with physical and mental-health problems. The people working hardest toward solutions, at least among those I’ve met, are disproportionately at community colleges.
What makes Sinclair unusual and worth notice, apart from its long history? I was struck by three aspects.
First is the sheer scale of its impact on the community. According to Sinclair officials, at least half of all Dayton-area residents have taken classes there at some point.
Second is the way it is trying to broaden access to its programs—for groups ranging from high school students to people in correctional institutions.
Third is its integration and cooperation with other parts of the region’s educational and economic structure. You don’t always see research universities and community colleges working together; in Dayton they appear to be doing so.
First, the scale. When I met Steven Johnson and Adam Murka, his chief of staff, on Sinclair’s campus, I asked about their claim that half of Dayton-area residents had taken classes there. How could this possibly be true?
“Let’s do the numbers,” Johnson said, all of which highlighted the fact that Sinclair is a large institution in a medium-sized town.
The city of Dayton itself has just under 150,000 people. Depending on how you count, the surrounding metro area totals somewhere between 700,000 and one million. Beyond the tens of thousands of students Sinclair enrolls each year, it employs about 3,000 people. Spurred in part by an Ohio program that encourages high-school students to take local college courses, nearly 8,000 Dayton-area high-school students take classes for credit at Sinclair before they graduate from high school. When the local economy goes down, as it did dramatically after the 2008 financial collapse, Sinclair’s enrollment goes up further still, and people who have lost jobs re-train in hopes of finding new ones.
“We know that if you add it up, every decade we’re educating about 125,000 different people in the area,” Johnson said. “Over time, it means that we’ve directly touched the lives of about half the people within an hour’s drive of here.”
I asked Johnson and Murka if they knew of any other community college with proportionately as large a regional impact. “We wouldn’t know about all of them, but I’m not aware of any,” Murka said. Johnson, who has been an administrator at colleges in Arkansas, Texas, and Florida, said that in his experience, “this footprint is unique.”
We met in the college’s Building 12, its main administration building, which includes large meeting spaces. “It’s not a joke; everyone in the community has been here at some point,” Johnson said. “Every gala, every civic event, every big gathering has happened here. We are just part of this place.”
Like many other community colleges, Sinclair offers programs in health care, and law enforcement. “Whenever you hear a siren in the Miami Valley, there’s an 80 percent probability that someone in that emergency vehicle—fire, police, paramedic—is Sinclair trained,” Johnson said.
Second, the ambition to broaden and include. For residents of Montgomery County, of which Dayton is the county seat, Sinclair tuition is now $3,500 per year, which the college says is the lowest in Ohio. Over the past dozen years, the number of students completing a degree or certificate has gone up more than five-fold—low completion rates being one of the long-standing failures of America’s community colleges. In 2005, about 1,500 Sinclair students completed their degrees or certificates. Last year, more than 8,000 did. The number of degrees and certificates completed by minority students has also risen sharply. (From just over 500 in 2012, to nearly 2,000 last year.)
The broadening strategy that most got my attention was Sinclair’s “Prison Education Program,” to offer people still in correctional institutions courses that lead to certificates or associate degrees. “We have all this human talent—latent talent—now incarcerated,” Johnson said. “What they need is not random ‘enrichment’ courses, but a pathway, to something specific.” The courses lead to certificates and degrees in food-services, addiction counseling, social work, agriculture and forestry, supply-chain management, and other fields. About 2,000 incarcerated students are now enrolled, at 15 institutions across the state.
“This program is also unusual in its scale,” Adam Murka said. “Lots of states are involved in prison education, but I’m not aware of anybody doing as much as we are, toward credentials where people can actually get jobs.” He pointed out that people with felony records are barred from future employment in some fields, notably including teaching and medical care. “We’re concentrating on fields where they can find work.” According to Sinclair, recidivism rates have fallen dramatically among people who have completed these courses.
Third, collaboration between this community college and the area’s main research institution, the University of Dayton. Sinclair and UD are not the only important higher-ed organizations in the region—another important one is Wright State University—but they have a long history of collaboration, as opposed to the arm’s-length, disdainful, or competitive attitude with which some four-year universities view their community-college counterparts. For instance, since 2016 the two institutions have offered a program called the “UD Sinclair Academy.” Under this system students start at Sinclair, earn an associate degree there, and then transfer their courses for full class credit at the (much more expensive) University of Dayton.
There are many more aspects of the Sinclair story that I won’t go into here. The one that tempts me most: their advanced work in “Unmanned Aerial Systems,” or drones, including a very high-ceilinged “Indoor Flying Pavilion” (video here) where the little devices can fly and be tested and calibrated in all weather.
Instead I’ll return to the question I earlier asked the leaders of the University of Dayton: how the rest of the country should think about the situation of Dayton, with all it has lost and all it is trying to regain.
Steven Johnson grew up as part of a large farming family in rural Wisconsin. Adam Murka is from the Dayton area and graduated from the University of Dayton — before working as an aide for the area’s Republican congressman (and former Dayton mayor), Michael Turner.
How does each of them think about Dayton now—and think it should be understood, by the rest of the country?
“Dayton is proud,” Steven Johnson said. “I like to say, having lived in Austin [where he went to graduate school, at the University of Texas], that Dayton was the Austin of the Industrial Age in America. It was the place in the 1930s, 40s, 50s, 60s. It was a booming place. People really didn’t see themselves in any way, shape, or form as ‘second class,’ compared to the very biggest cities. That consciousness remains.
“This is an extraordinarily competent place,” he said. “People here understand how to do things. And it’s a big enough place to have all the components of a city’s life—and small enough that it’s not siloed.”
Both he and Murka said that everyone in Dayton was aware of the larger “declining Rust Belt” perception mage applied to the region as a whole, and the particular way Dayton’s opioid and factory-closing problems have dominated national-media attention to the town. “There’s this image, ‘Dayton was once great and booming, and now it’s just horrible,’” Johnson said. “It’s frustrating because I think, Would you look more closely at this region? There is a lot happening here. On average, the quality of life is very high. Of course I immediately have to stress on average, because of our obvious problems. But if you take me to Austin, in five minutes I can show you all its problems and contrasts too.”
About Dayton’s woebegone image, Adam Murka said, “Among Daytonians, and maybe everywhere in the Midwest, there is a very strong allergy to self-promotion.” Murka said that he had spent an earlier part of his career in Washington D.C., “where that allergy does not exist. I don’t necessarily mean that as a slam,” he said, “But—of course you promote yourselves! Or in Texas they might say, ‘It ain’t bragging if it’s true.’ Here that’s just not done.”
With appropriate allowances for broad-brush regional caricatures, Murka said there was an upside of this taciturn midwestern approach: “It means it’s a great place to do business. If somebody makes you a promise, they’ve very likely to keep it. The downside is that people don’t know about all the promise you have.” He said that if he told a loyal New Yorker, “Man, your city must be a terrible place to live,” then “in the best case, they say ‘What the hell is wrong with you?’ And in the worst case it degenerates quickly.” But tell a Daytonian about the city’s woes, and the reply is likely to be, “Yeah, we’ve had some hard times here ...”
“I have seen more optimism in the last five years than in the past 15,” Steven Johnson said, about the developments in downtown Dayton and varied business and cultural startups. Adam Murka made a similar point in a different way.
“One of the nice things about having gone through catastrophic change, is that you have gone through it,” Adam Murka said. “You know you can do it.”
“We are a place that knows what it is. The smartest thinkers in the world say that the rate of change is going to increase exponentially. We know we will be able to adapt to those kinds of changes, because we’ve already done it, several times.”
It’s time for another report on Dayton, Ohio, subject of this introduction last month.
A century ago, Dayton was known mainly for the things it created, from the Wright Brothers’ airplanes to the cash registers used around the country and produced by Dayton’s home-grown National Cash Register corporation, later NCR.
Over the past generation Dayton has often been the dateline for stories about things older Rust Belt communities have lost. In Dayton’s case, these include a major GM assembly plant, whose closing two days before Christmas in 2008 was chronicled in the HBO documentary film The Last Truck, by local filmmakers Julia Reichert and Steve Bognar. A few months after GM’s departure, the city lost NCR itself, which in 2009 delivered the shocking news that it was moving its headquarters to Atlanta and abandoning the riverside office park in Dayton that it had built for itself back in the 1970s, during the heyday of the sprawling “office-campus” trend.
At the time of the move to Atlanta, some 1,250 NCR employees were working in Dayton, most within earshot of the imposing Deeds Carillon, built by one of the company’s early leaders and an all-around civic titan, Col. Edward Deeds. As the New York Times’ Dan Barry pointed out in an artfully acidic piece the year after the move, the Carillon remains even as other traces of NCR have vanished. Barry noted that the NCR executive who presided over the change, a controversial figure named Bill Nuti, had himself declined ever to shift his residence from New York to Dayton—and was prominently featured in the Atlanta press saying that the relocation out of Dayton was “great for NCR.” Perhaps so, but for Dayton it represented the loss of its last remaining Fortune 500-company headquarters and a large number of high-end jobs.
But, as noted in this previous post, things move on. The closings weren’t the end—for the physical structures that GM and NCR has abandoned, or for the town. After The Last Truck, Julia Reichert and Steve Bognar made a celebrated followup Netflix documentary, American Factory, about the Chinese glass-making firm Fuyao that has set up operations in GMs old plant. NCR’s expansive former suite of office buildings and factory structures near the Carillon are now occupied by research centers for GE and the electronics company Emerson, Cox Media’s broadcast and print operations, a variety of others firms, and many operations of the University of Dayton, located nearby. “The footprint NCR left in Dayton is large,” Ty Greenlees, of the Dayton Daily News, wrote last year, in an updated look at the site NCR had left behind. “But many in the community saw opportunity.”
Today’s subject is how one of the city’s major institutions, the University of Dayton, has decided to throw itself all-in, to the effort to find new opportunities in and for the town. (Another of these institutions, Sinclair Community College, is similarly all-in on the Dayton-renewal effort. More about what Sinclair is doing in an upcoming report.)
“The city’s name is in our name,” Eric Spina, an engineer who came from Syracuse University to become president of the University of Dayton three years ago, told me when I visited the town last month. “The health and vibrancy of the city, especially of the urban core, are central to our ability to exist—to attract the best faculty and staff, to convince parents that this is where they want to send their kids. So bringing vitality to this city and region really is an existential question for us.”
This past spring, I reported from Muncie, Indiana, where Ball State University—a large, public institution—has taken responsibility for the city’s troubled K-12 public schools. To the best of my knowledge—and that of the Ball State authorities—this is the first time a U.S. public university has directly run a community’s schools. The Ball State move is a particularly clear-cut example of a trend that Deb Fallows and I have seen around the country: The commitment by four-year and research universities, which might traditionally have tried to wall themselves off from urban problems through a widening town-and-gown separation, instead to view their future as linked to the community’s.
The University of Dayton is a private, Catholic, relatively prosperous research institution, founded by the Marianist (Society of Mary) order of the church. Geographically, its lovely main campus is set apart from downtown Dayton and its struggles—across the boundary of an interstate, miles from the main manufacturing centers, in the sylvan riverside area next to where NCR also chose to build its campus.
One strategy for universities like this, in towns like this, would be to say: Hey, that’s them, too bad for their problems, but come see how nice life can be within our sheltered enclave. Another approach, of which we’ve seen more and more examples, is for university leaders to say: This is us, we rise or fall together, let us prepare our students for their broad global possibilities by teaching them responsibility for where we are now.
What are illustrations of the University of Dayton’s investment in the city? I mentioned last month Eric Spina’s speech at a Dayton-renewal conference where he said that the university, as an “anchor institution” of the community, was there to stay. “We’re not moving to Mexico City,” he said. “We’re not moving to Atlanta,” an NCR reference that everyone in the audience understood.
In practical terms this means several physical commitments:
One is the university’s investment in the $90-million-plus renovation of the Dayton Arcade—a century ago the focus of downtown commerce, but for the past generation another derelict structure. (I’ll have more to say about this project, and the downtown as a whole, in another report.)
Another is its financial and reputational commitment to the “onMain” project, in partnership with the large regional health system Premier Health, toward creating “Dayton’s Imagination Zone.” The project will involve re-use of a long, 38-acre tract of mostly undeveloped land formerly occupied by the Montgomery County Fair. It conveniently runs the distance from downtown Dayton to the university district—and from the university to the river.
“This is not a 5-year project, or 10, or 20, or 30,” Spina told me. “This is a 150-year investment. How often do you get 38 uncontaminated acres in the middle of a city? Not very frequently, and we are all determined to do this right.”
Doing it right, in his view, would involve a sustained investment in mixed-income housing, locally focused retail, parks and amenities, and other aspects of the modern urban ideal. When completed, it is meant to foster a connection rather than a separation between town and gown—and explicitly a closer connection between Dayton’s black and white communities, for which the Miami River has been a historic dividing line.
Why bother? I asked Spina why development of Dayton-the-city should be part of his franchise as leader of Dayton-the-private-university. He told me his views on that topic—and also about what people misunderstand about a “declining” midwestern city like this.
On the university, he said that its Marianist heritage predisposed its students and faculty toward community involvement. But beyond that, he said, “I see two primary reasons for deeper engagement.”
One was “our fiduciary responsibility to students—making sure that they have the best possible education.” Rigor in the classrooms is supposed to be taken for granted. But, he said, “I believe that education is optimized if we get students out of their bubble.” Through engagement in the community’s struggles, “they may come to understand that they aren’t going to solve any of these problems. They are there to contribute—their knowledge, their skill, themselves—to a team that can address big issues. That is learning to be a leader, in the Marianist way of life.”
The other motivating force, he said, was the school’s like-it-or-not connection to the city’s progress and reputation. “We are here,” he said. “We employ more than 3,000 people. We have, with grad students and undergrads, more than 11,000 students.”
“We own homes here. We spend money here. We recreate here. We have an extraordinary research institute, which has grown from 400 employees to about 600. We want this region to be successful, and we believe we can contribute to that. In this day and age, when fewer institutions seem to have both a longer vision and a sense of connectivity to the local and and a commitment to the public good, I think we have to remember that universities should be committed to the public good.”
The other topic I asked Eric Spina about was the outlook and self-image of Dayton. When national media go there, it’s usually for a “Rust Belt city in crisis” story, or for a followup to the Oregon District shootings in downtown Dayton this past summer. What was it like to lead a major institution there, day in and day out?
“We can argue about whether downtown Dayton is at the [positive] tipping point or not,” he said, referring to the blocks around the arcade project. “I do think a few more things need to happen. But all of a sudden, there are successful developers from outside the area who have begun projects here. All of a sudden, many people are living downtown, and even in the suburbs you have this awareness that there are free concerts, restaurants, arts, other interesting things going on downtown.”
I asked him what he said to prospective faculty members or students, about deciding to commit to this town. “First I say, forget what you’ve heard about the ‘rust and decline.’ Think about the people. The people here are highly collaborative. They work together and they get things done.” He gave the example of bigger-city arts organizations, where the ballet and the symphony and the opera would talk about joint efforts—but feud, compete, and don’t move past talk. “Here we have the Dayton Performing Arts Alliance,” with combined calendars and ticket sales for a range of arts organizations. “That’s one illustration that speaks to the heart and soul of the community, where the dominant culture is practical-minded, toward getting things done. It’s a place where there are collaborators, and the quality of life is high.”
Five years ago I wrote about the unofficial and mostly joking civic motto for the fast-growing city of Greenville, South Carolina: “Greenville, are you kidding?” When a company transferred a family to Greenville from a more “glamorous” location, the first reaction was typically, “Are you kidding?” But as the city’s mayor, Knox White, told us, “They wouldn’t come here—until they came here, kicking and screaming, and the next thing you know, they’d bought a house.” (The rapid in-migration to Greenville makes this more than just a boosterish claim.)
The Dayton version of this joke-motto is that the city is a “two-cry” place, a term particularly widespread among the military families transferred into and away from the adjoining, huge Wright-Patterson Air Force Base. Many people I met told me about this concept, including Eric Spina: When he was in his final interview with the university’s presidential-selection committee, his wife, Karen, went to lunch with some Dayton residents. “They told her that Dayton was a ‘two-cry’ town,” Spina said. “She asked, What do you mean? And they said: You cry when you hear that you have to move to Dayton. Then you cry when you hear you have to leave.”
Is this the view of someone with an interest in putting the community in the best light? Of course. Does it fully represent all the outlooks, heartbreaks, and divisions in a still-troubled region? Of course not. But this perspective is different enough from the standard media view of places like Dayton, and also representative enough of the institutional innovation we’ve seen from central Oregon to southern Georgia, to be worth attention.
Next up: another important and nationally significant part of Dayton’s educational mix.
Here are news items and developments related to trends we’ve been covering in the recent “Our Towns” series, and elsewhere:
The furniture business returns, and is looking for furniture-makers. In a series of dispatches from Danville, Virginia, and its environs, Deb Fallows and I talked about this region’s reaction after the three previous pillars of its manufacturing economy collapsed more or less at the same time, over the past generation.
Those pillars were tobacco-growing and related activities, which for obvious public-health reasons have been in long-term decline; textile mills and clothing-makers, also shrinking over the past generation due to competition from the Caribbean, Mexico, China, Japan, Korea, and elsewhere (we wrote about effects of this shift in South Carolina, southwestern Virginia, and Mississippi); and furniture-making, again mainly due to lower-cost competition from China.
This week TheWall Street Journal reports on the return of furniture-making jobs in North Carolina—not to the levels of the late 1990s, but steadily increasing through the past decade. What’s the main limit on the expansion? For now it is the supply of skilled trades workers for these jobs. This is connected to two other trends we’ve seen and written about across the country in the past few years: the continued growth in relatively well-paying skilled trade jobs across the country—in construction, advanced-manufacturing, health services, repair-and-maintenance, wind- and solar-power projects, and so on. See a report from NPR here, and from a trades group here.
The other trend is the crucial role of community colleges, and “career technical” programs in K-12 schools, in equipping students who need opportunities for the opportunities that now exist. I keep arguing (for instance, here) that community colleges are the institutions-of-the-moment, in increasing the chances for really inclusive economic growth. Soon I’ll give another example, from Dayton, Ohio. It’s one more reason to reading this WSJ piece by Ruth Simon.
People who leave small-town America, and people who return. This week, the PBS News Hourhad a report by Jeffrey Brown on Millennial-generation Americans who have a choice of where to work and live—and are choosing to live in small towns or rural areas. Obviously this is just in sync with what Deb Fallows and I have been observing from coast to coast.
Of course this development does not mean that the pressure on very small areas has abated—the steady disappearance of rural-health facilities is one of the biggest challenges for small and rural areas trying to remain viable. And of course it does not mean that New York, Seattle, and San Francisco will lose their roles. But it’s an important complicating reality: the re-peopling of some parts of “left-behind” America, with people who are looking for ways to bring new life to these areas.
A “revenue lab” for local journalism. The 10-year-old nonprofit TheTexas Tribune has been one of the most important state-scale models of how journalism can re-establish itself, with a new financial model (as discussed here and here). This week it announced a new “revenue and training lab,” to systematize, improve, and share models for sustainable local journalism.
As Evan Smith, CEO and co-founder of the TheTexas Tribune, wrote in an announcement: “We’re creating our first-ever revenue and training lab—a freestanding entity, housed in our Austin newsroom, where we’ll experiment with innovative ways to fund local news, model best practices that we hope will benefit the entire ecosystem, and mentor and coach dozens of our would-be peers …. The RevLab, as we’ve already started to shorthand it … [will be devoted to] this noble pursuit of sustainability strategies for our industry.”
Examples of smaller-town functionality. As part of CNN’s “Fractured States of America” series, kicked off by Ken Burns, Deb Fallows has a piece today on cases she’s seen of communities trying to heal rather than intensify national divides. It starts in our favorite southern-Arizona community of Ajo and moves to Sioux Falls and elsewhere. It also includes a photo of a very powerful piece of civically important public art: the monument erected in Duluth, Minnesota, site of the northernmost lynching in U.S. history, to the three men unjustly killed there.
It has been another rough period for the financial models behind journalism in general, and local news outlets in particular.
Last month Brookings released a sobering report about the spread of “news deserts” across the country, driven especially by the collapse in newspaper advertising revenue. In 2000, according to this report, newspapers took in more than $70 billion in total ad revenue (measured in 2018 dollars). By 2018, that number had plummeted to about $14 billion. Local papers have been harder hit than the industry as a whole. As Clara Hendrickson, the Brookings author, put it: “While [Google and Facebook] account for 58% of digital advertising revenue nationally, the two companies account for 77% in local markets.”
Also last month, a merger between the country’s two largest newspaper chains, Gannett and New Media Investment Group (parent of GateHouse) was completed. GateHouse, which owns hundreds of newspapers and community publications across the country, has a richly earned reputation for accelerating the destruction of local papers. Its track record with small papers—for instance, in this Massachusetts example—is to boost their profit margin in the short run, by slashing expenses (notably in the newsroom). As the publications dwindle into local insignificance, revenues and expenses chase each other down. Eventually the withered titles are combined into a regional chain or shut down entirely.
Will this formula now be applied across the Gannett empire, from USA Today on down? Last month I posted a brave defense of reporting ambitions from the editor of a Gannett (now GateHouse) paper in Tennessee. We’ll see how things turn out, there and elsewhere. One ominous indicator is the contention from both Gannett and GateHouse that their combined company could “save” hundred of millions of dollars in operating costs. As Richard Edmonds wrote last month on the Poynter web site:
Big layoffs are looming as the combined company (to be called Gannett) attempts during the next several years to deliver a promised $275 million to $300 million in cost-saving synergies….
At both companies (as throughout the industry) newsroom staffs have been reduced as revenues and profits contract. That is particularly true in the smallest markets. Sources have told me that at each company at least a third of the titles are so-called “ghost newspapers” with as few as one, two or three locally based reporters or editors.
Over Thanksgiving weekend, I watched the #SubscribeSunday concept, apparently originating at TheBoston Globe, gain traction—which I hope will increase over the years. Yes, it’s become a gimmick to piggyback names for the post-Thanksgiving sequence of themed days: first “Black Friday,” and then, “Small Business Saturday,” “Cyber Monday,” “Giving Tuesday.” But I’m all in favor of promoting the idea that people should think consciously about paying for journalism. Many nonprofits receive a huge share of each year’s donations in the final few days of that year. In part that’s because as December 31 draws near, many people (including me) start to think: Gee, I really should be giving XX amount this year, what are the main places I’ve left out? Developing a “gee, I really should … ” consciousness about reporting will take time but is important. (For instance, with this very magazine.)
Every element of today’s journalistic establishment is trying to experiment its way to a new financial footing and a new connection with communities and readers. This week there is genuinely positive news about one of the experiments I wrote about this past summer: the Report for America initiative, which sends experienced-but-still-rising reporters and editors to news outlets across the country, especially in small towns and rural areas hardest-hit by the pressures on local news. It’s growing four-fold, from its second year of operation to its third.
In 2018, when Report for America first started, it sent a total of 13 reporters to local news rooms. This past summer, Deb Fallows and I met in Houston with a group of 60-plus journalists, who made up RFA’s second annual corps. This week, Report for America announced that it would send 250 reporters to 164 newsrooms in 46 states across the country. “This is probably the largest hiring blitz in local news in recent memory,” Steven Waldman, a veteran journalist and tech entrepreneur who is co-founder of Report for America, told me after the announcement. “I think it ought to give people a sense of hope that this crisis of local news is solvable.”
You can see the whole list of news organizations here, along with the beats to which the new reporters will be assigned. For instance, “Vietnamese and African American neighborhoods,” for the Sun Herald in Biloxi, Mississippi. Or “Rural healthcare” for the Post Register in Idaho Falls, Idaho. Step one of RFA’s annual process, whose results are just being announced, is securing commitments for new reporting slots, and choosing the news rooms best qualified for RFA support. Step two will be choosing among applicants for these postings. Applications for these positions are open until the end of January next year.
That these are new beats is an important part of the Report for America model: It asks publications to specify what they’d do if they had more resources, then helps them fill that gap. Its funding model, described in detail here, is also designed to pull new money into local journalism, including from local foundations and donors in each area. To oversimplify: the local newsroom, the national Report for America organization, and local philanthropies all share the cost of employing additional reporters. The annual cost of a new reporter averages about $40,000. Report for America puts up about half the money; the news organization and local philanthropies share the rest.
“We’ve been putting out the message that community foundations and others can have really big impact for their dollar, if they invest this way,” Charles Sennott, a former Boston Globe reporter who is head of The GroundTruth Project which launched Report for America, told me this week. “If they invest $10,000, they can make a significant difference in local coverage.” Toward its goal of mobilizing more city-by-city philanthropic support, Report for America recently hired Todd Franko, former editor of the now-closed Youngstown Vindicator in Ohio, as its “Director of Sustainability.”
“Of course everyone is focused on the bleakness out there [in local journalism], and it is quite bleak,” Steven Waldman told me. “But there is also a lot of great creative energy.
Waldman said that the first part of the conversations he, Sennott, or other RFA representatives would have with local newsrooms could be depressing. “Sometimes it was heartbreaking, the kind of fundamental accountability-reporting that just wasn’t getting done any more,” he said. But then, he said, “It was also inspiring to hear from editors all around the country, who were trying against great odds really to address these needs.”
Waldman said that local journalists or civic figures naturally had a more acute sense of the gaps that needed to be filled in local coverage—compared with an outsider’s guess. As an example: immigrant and ethnic-minority communities began growing in many small towns, at just the time local newsroom staffs were shrinking. Thus many of this year’s newsroom slots involve coverage of these communities.
“We have seen a tremendous appetite among creative newsrooms, and talented journalists, and quite a few philanthropists” to devise new approaches, Waldman said. “So if we bring them all together, and wrap it in a spirit of public service, we can really create something better than we’ve ever had before.” He said that his conversations with local editors and reporters had reminded him that they “already have in their bones the sense of news as a public service. They just need a way to keep doing that.”
“We see some light, at a time that feels like it’s dusk in American local journalism,” Charles Sennott told me. “We can see that emerging journalists are answering a call to service. We’re starting to feel momentum to restore journalism from the ground up.”
Staying versus moving is one of the eternal tensions of American life.
Americans have frequently moved: Consider how the geographic center of the population has shifted over the centuries, from east of Baltimore, when the Constitution was written, to west of the Mississippi now.
Tales of location and dislocation, voluntary or forced, are at the heart of American history and literature. They range from Lewis and Clark and The Oregon Trail, to O Pioneers! and The Grapes of Wrath—from The Warmth of Other Suns to On the Road, from Easy Rider to Thelma and Louise and Ladybird, and a thousand other illustrations before and after.
But of course Americans, like people of any culture, have at the same time craved connection, place, family, roots—the sense of being at home. This is part of our literature and life as well: The Education of Henry Adams in the Boston Brahmin way, and Where We Come From, by Oscar Cásares, as a very different recent illustration, with its account of life along the Rio Grande in Brownsville, Texas.
My goal is obviously not to sum up this unending tension in the national life. It is instead to tee up one practical aspect, as a prelude to this evening’s debate among 10 Democratic candidates.
Through America’s history, there has been a long dying off of the very smallest hamlets and settlements. In the 1870s, a small rural town might support several farming families, a general store and a school teacher and perhaps a newspaper publisher and an undertaker. Now if that village or settlement exists at all, it might just be a retired farm family, or someone working as an employee for a corporate owner, or someone who drives 50 miles to work in an Amazon or Walmart warehouse. Our literary reference here is Larry McMurtry’s The Last Picture Show, about the withering of his North Texas hometown of Archer City, Texas.
As we described in Our Towns and related articles, you can see the evidence of this smallest-town attrition perhaps most easily from above:
Even in South Dakota’s fertile East River, you can easily trace from low altitude what the railroads ushered in 150 years ago, and how their impact has ebbed. As we flew along one of the east-west lines that brought settlers into these territories and carried crops out to markets, we would see little settlements every few minutes. In the 1800s they were set up at roughly 10-mile intervals, an efficient distance when farmers were delivering their harvests by wagon. Now it seems that four out of five of those towns are withering, as farms are run with giant combines and crops are hauled by truck.
So, there will continue to be some communities—of a few hundred people, or a very few thousand—that are just too small to survive.
But what about those settlements that are large enough that they are not going away? Charleston, West Virginia, has lost more than a third its population, compared to its peak before the decline of the coal and chemical industries. Countless mid-sized cities in Pennsylvania and Ohio have fewer people than they did 30 years ago. The same is true in many Plains states.
And yet many of these cities, while smaller than they used to be, are still sizable in population terms and richly endowed with the physical legacy of their long decades of boom and growth. Big churches and synagogues; once-grand civic buildings and banks; department stores and concert halls—the many other reminders of the architectural ambitions and grandeur of an earlier American age. In some places across the country, the tattered parts of this heritage are being renewed. (For instance, like this, from Danville, Virginia.) In others, the decay goes on—fewer restored downtown apartments, more tattoo parlors and for-pay blood banks. But even the most struggling of these cities, unlike the Dust Bowl settlement where Caroline Henderson lived, is not simply going to disappear. Many of their people are not just going away.
Jason Segedy, of the planning department of the city of Akron, Ohio, wrote recently on his Tumblr—called “Notes from the Underground”—about what he called “the U-Haul school of urban policy.” That is the idea that if you can make people more geographically mobile—moving them out of a place where opportunities are dwindling, and into a place where new possibilities are opening up—you will have done much of the work that matters, toward making the U.S. economy fairer, more open, more inclusive, more dynamic, and so on.
People still are going to move, Segedy and others emphasize. But that’s become harder in various ways than it might have been a generation ago (for reasons Segedy goes into), and it doesn’t address the prospect of those who want to, or have to, stay.
Segedy’s whole post is worth reading—as is this complementary 2018 reported essay by Alec MacGillis in ProPublica, and Chris Arnade’s powerful and much-discussed book, Dignity. For the moment, I’d like to emphasize this part of Segedy’s argument, as part of his list of the modern limits of the “U-Haul solution” for America:
4) The Enduring Importance of Place: ...When people left behind small communities in Appalachia or the rural South, in order to improve their individual economic prospects, it was undoubtedly a hardship for the people who were left behind in those places, but the number of people who were impacted was relatively small ….
That obscure, old, abandoned silver mining town in the Colorado mountains that you can’t name might have been a one-industry town, just like Youngstown was, but the similarity ends there.
Whether we’re talking about a smaller city like Flint or Youngstown, or a larger one like Cleveland or Detroit, we’re looking at established places with tens or hundreds of thousands of residents, surrounded by hundreds of thousands or millions more. The critical mass of people, and economic activity, even in a massively shrinking city like Youngstown, is staggering.
The notion that large numbers of people can just walk away from larger urban regions in the Rust Belt, without disastrous social (and, increasingly, political) implications is naive in the extreme. Encouraging everyone to abandon their friends, family, and community, and head for greener pastures might be a solid course of action for an individual person or household, but it is suicidal as a regional economic development strategy.
Nearly everything that matters in life is contradictory. Through our years of living in China, Deb Fallows and I were continually re-amazed about the opposites that were simultaneously true in that country: Rich and poor. Modern and backward. Tender and cruel. Controlled and chaotic—all true, all at the same time.
The American version of that outlook that I’ve come to believe, through our travels, involves opportunity and inclusion. America should make it easier for people to move—toward new places and possibilities, toward better versions of themselves. And America should make it better for people who stay. Again, as Jason Segedy put it:
In case I haven’t said it enough:
I’m not arguing that people should never move away from where they live.
But, I am arguing that we need a better answer than “You need U-Haul” for the economically struggling people in the cities of the vast post-industrial heartland of this troubled nation.
Formally these two approaches are known as “mobility-based” and “place-based” strategies. As Segedy, MacGillis, Arnade, and many others point out, “mobility” policies have usually seemed more high-brow and respectable than place-based approaches. Helping a talented young person go from a hick town to a research lab is a commencement speech-worthy illustration of the American Dream. Helping that hick town improve itself can seem like more pork barrel. But America’s version of China’s endless contradictions is that both of these opposites matter: Helping people, and helping places. A fairer chance for people who go, and a fairer chance for people who stay.
Where this is leading, in today’s installment, is my ever-increasing interest in groups, thinkers, organizations, and others who are trying to systematize “place-based” policies. To give just three illustrations, from many possibilities:
The latest addition to this list is the Ewing Marion Kauffman Foundation, based in Kansas City, whose focus over the years has been America’s entrepreneurial economy. Recently it released “America’s New Business Plan,” described in detail at this site, with a detailed set of recommendations for how cities and regions can foster the new businesses that, collectively, account for nearly all of the net job growth in the economy. “A lot of policy makers have a misguided emphasis on attracting big, established businesses,” Victor Hwang, Kauffman’s vice president for entrepreneurship, told me about this study. “Think of the big fight over cities trying to get [Amazon’s] HQ2. When you think about what could have been done with a fraction of that money, to foster new businesses, it’s very significant.”
What, in specific, could have been done? The Kauffman report, available online here and as a 25-page PDF here is designed especially to redress a funding-and-opportunity gap that has penalized women, people in rural area, and non-whites across the country. “Women, black, and Latinx entrepreneurs disproportionately struggle to raise the funds their businesses need,” the report says. “While 45% of men say that getting the money to start a new business is difficult, 63% of women report the same. On average, black entrepreneurs start with much less capital, have less family wealth to rely on, and are much less likely to get bank loans or other forms of investment than equivalent applicants who are white or of other racial identities.”
What makes this report valuable, from my point of view, is that it is chock full of specifics. They come in four main categories: 1) improving financing for new businesses; 2) sharing practical know-how in business operations; 3) streamlining regulations that burden small businesses in particular (as opposed to a general anti-regulation crusade; and 4) buffering some of the external risks that may deter people from taking a plunge-into-the-unknown by starting a business.
What’s an example of category four? Health-insurance costs and student-loan burdens. The Kauffman report goes into detail about proposals that could (in theory!) get bipartisan support, and that could create “a safety net that supports entrepreneurial risk-taking.” There is a lot more in the report.
Why mention this today? Because one more Democratic debate is about to begin. Lord knows there is a lot of other breaking news right now that is likely to dominate the questioning. But sooner or later, attention will turn again to the economic problems—both person-based and place-based—doing such damage in the country. Whoever emerges from the Democratic field will need ideas and plans for dealing with them. Fortunately the supply of such ideas is starting to grow.
A few days ago I published an item about a new online journalistic site in Tennessee, The Daily Memphian. In that item, I quoted some Daily Memphian officials saying that they had been prompted to action by the shift of the long-established local daily, The Commercial Appeal, to a more statewide emphasis in its reporting, under its current Gannett ownership.
Yesterday I quoted a response from a reader (and friend) in Knoxville, who noted the shift away from local emphasis but said there were virtues in statewide-network coverage.
Now, here is a response from the executive editor of TheCommercial Appeal, Mark Russell. At his suggestion and request, this message quoted below is the same as what he published in his newspaper, under the title: “Enough! Time to Set the Record Straight About the CA.”
Here is what he wrote:
The Atlantic, as part of an ongoing series, recently profiled the Daily Memphian and described the non-profit’s journalistic mission. In doing so, the Atlantic and its reporter, James Fallows, asserted that The Commercial Appeal is declining and included quotes from DM leaders falsely asserting that Nashville reporters are routinely writing stories about Memphis and that The CA is not focused on the city where it has been based for 178 years.
All three assertions are hogwash and can be easily dispelled by the simple, easy-to-see facts. In response to such hyperbole from DM leaders, including CEO Eric Barnes, I’ve taken the high road, preferring to let our strong journalism speak for itself. But the misstatements have become so frequent—and are littered throughout this Atlantic story—that I thought it was important to set the record straight.
First, some relevant background. The DM built its staff last year by raiding The Commercial Appeal of 10 veteran staffers. It also hired several younger staffers, both from The CA and other Memphis newsrooms.
That staff exodus gave The CA a chance to recruit energetic local and national talent and we did that in quick fashion, rebuilding the newsroom. We added a second investigative reporter and hired a food writer and sports columnist. Our staff today is aggressive, passionate about telling the stories of Memphians, and is far more diverse and reflective of our city than before the DM raid. I am proud of the team we’ve built and how readers have responded to their work. For the last six months, we have seen a significant increase in our digital audience, an important measure of reader engagement.
For the last two months, our monthly page views have exceeded 8 million.
Our paid digital-only subscribers have increased by just shy of 10% so far this year and our overall market footprint dwarfs the Daily Memphian's. For example, our recent coverage of the Memphis Tigers and the NCAA’s action on James Wiseman generated some of the highest readership numbers this year, along with 50 new subscribers. So much for a declining CA.
I often hear from other journalists, but not many readers, that The CA has fewer staffers than it had a decade ago. That is true, and it’s also the case at every newspaper in the nation because of profound changes in journalism’s business model. The then-and-now comparisons are interesting footnotes, but add no context about the current work we do and The CA’s relevancy in the market.
Our staff size has been largely stable for a year, and we have more journalists covering Memphis and Shelby County than we had the day the DM raided our staff. Those staffers live in Memphis and the surrounding suburbs. None of them live in Nashville or any other city outside our market area.
The only Nashville-based reporters routinely writing about Memphis are doing statewide investigative or issue stories or writing about Gov. Bill Lee or the Memphis delegation to the state legislature. We’re similar to the DM in that regard; the Daily Memphian has employed a Nashville-based reporter, Sam Stockard, to write about the Shelby County delegation.
Regarding the “Tennessee network” branding that Barnes called the last straw for some readers, I’ll demystify what he miscast as simply branding. In fact, the USA TODAY Network allows The CA to punch above its weight class, to use a boxing metaphor. We routinely publish important, statewide stories on opioid abuse, state education and political issues because we are part of a statewide network. Our watchdog work has had a profound impact on issues affecting Memphians. We’ve broken critically important stories around TennCare, the state’s Medicare program. Despite Barnes’ parochial assertions, Memphians and other West Tennessee citizens do care about issues that affect the entire state. We also routinely fight for journalists’ First Amendment rights, spending thousands in court fees to stand up for our readers’ right to know.
The Network ensured that we had the most expansive coverage of the gubernatorial and Senate elections last year and Memphians got a chance to hear candidates themselves; we hosted a gubernatorial debate at the University of Memphis.
We at The CA are passionate about covering Memphis and shining a spotlight on important issues, such as our recent investigative story on the misleading ballots that some politicians paid to get on ahead of the Oct. 3 election. I also welcome the added journalism competition. It makes us all better and news consumers are the beneficiaries.
I thank Mark Russell for taking the time to respond; I regret using the opinionated word “declining” and have removed that from the original post; and I recognize the complexities of anyone in journalism trying to find a path forward. I agree with him completely that the competition among different business models of journalism, and different approaches to coverage, is beneficial to all in the community.
A few days ago I published an item about a year-old online effort to revive local news coverage in Tennessee, The Daily Memphian. It was part of an ongoing series about efforts to revive, reinvent, preserve, and in other ways shore up the crucial-but-imperiled function of local journalism. Links to previous pieces are at the bottom of this one.
In that item, I quoted some Daily Memphian officials saying that they had been prompted to action by the shift of the long-established local daily, The Commercial Appeal, to a more statewide emphasis in its reporting, under its current Gannett ownership.
Here is a note from a reader on the other side of Tennessee from Memphis—Neil McBride, who lives in Knoxville—about a virtue of the statewide-network approach that he thinks has gotten short shrift. McBride, whom I have known since we worked together on a Ralph Nader project in Georgia back in the 1970s, is the former director of a public interest law firm that focused particularly on health policy and poverty issues in the South. He is now on the board of the Tennessee Justice Center, where you can read more about his background.
Neil McBride writes:
In fairness, it is important to acknowledge some of the benefits of the statewide newspaper network that we now have, even while recognizing it has drawbacks.
In Tennessee, the trend toward statewide ownership of media has had some negative effects on local news coverage, and probably on local circulation. But it is also important to acknowledge that local readers across the state now have the significant benefit of reporting by investigative journalists from different local areas.
Nashville reporters, especially, are effectively covering important policy issues that affect all of Tennessee:
In recent months, they have produced national-caliber reporting on several state policy failures and changes that vitally affect families across Tennessee.
They have produced (and the local Knoxville News-Sentinel has been publishing) long-running, readable and detailed stories that have exposed several critical failures of state policy.
They have addressed the state’s previously-unreported failure to spend over three-quarters of a billion dollars in unspent federal funds for assistance to our neediest families—funds which it is apparently now holding for general purposes in the state budget.
They have consistently published similar reports on Tennessee’s failure to accept and spend tens of millions of dollars for medical assistance to working families, children and the elderly, and on the impact of these policies on rural hospitals as well as family health.
Tennessee leads the nation in its rate of hospital closure and is one of the most unhealthy states in the country. Some of this reporting has attracted our new governor’s attention, and may stimulate changes in state budgeting. These are vitally important but complicated issues, which have been actively hidden from public and sometimes even legislative scrutiny.
These policies might not even be in debate now but for the statewide reporting and publication that has become possible through consolidation. And, of course, these policies affect the people of Memphis more than any other community.
I am grateful to Neil McBride for spelling out this side of the balance. The tradeoffs in local journalism were so much easier to deal with, when papers from the Los Angeles Times to the Louisville Courier-Journal were cash cows. In those days, papers could just throw more money at whatever seemed to be the problem of the moment. In future installments I’ll try to go deeper into the complexities of the chain-versus-local, business-owned-versus-nonprofit, print-versus-digital tradeoffs today’s news sources are wrestling with.
Short version of what you’ll find: Intensified tree-planting obviously is not the full answer to the climate crisis. But it’s a step in reducing atmospheric carbon levels, and potentially an important one.
Last week, a team from Otis College, or formally the Otis College of Art and Design, in Los Angeles, put this outlook into effect with its “100 Giants” project. The idea originated with Shelley Forbes, an Otis alum who is circulation manager at the campus library, as part of Otis’s centennial observations last year.
The goal was to plant 100-plus seedlings of the famed giant sequoias of northern California’s forests; nurture them to the stage where they could be transplanted; and then ship them northward, for permanent rooting in the Giant Sequoia National Monument. The organization WildPlaces, which focuses on conservation and “re-wilding” in the Giant Sequoia National Monument, was a partner in the project.
They grow up so fast! This past week, the Otis community bade farewell to their year-old, several-inch-high seedlings, which began the trip north. As an article by Anna Raya on the campus news site said:
Spread across The Commons lawn they stood—staffers were proudly taking selfies with them, students were wandering amongst them, saying their names: Charlie Brown, Little Buddy, Paisley. These were the 100 Giants of Otis College, Sequoia tree seedlings that were whisked off this week to their final home in the Trail of 100 Giants in the Giant Sequoia National Monument …
“The front of the library will seem very naked now that the trees are gone,” says [library official Shelley] Forbes of the popular growing spot on campus for the seedlings. “I am, however, very excited that the trees are going home to their native lands.”
“From a scientific point of view, giant Sequoias are one of the best carbon sinks there is,” Mehmet McMillan, founder of WildPlaces, said of the project. According to the U.S. Department of Agriculture, giant sequoias are the largest and most massive trees on Earth, and their trunks and limbs contain more carbon per tree than any other species. “Imagine a tree growing massively over two- or three-thousand years,” McMillan said. “it’s holding carbon [all that time] … Spiritually, it goes without saying that being in a forest with big trees is going to help your spirit.”
Grow well, little trees. In their prime, giant sequoias can gain one and a half to two feet in height per year. Thus it will take centuries for any of them to reach the species’ peak height of 300 feet or more.
None of the students or staffers at Otis will see their trees at full maturity. But if the best time to plant a sequoia is 500 years ago, the second best is now.
On November 11, known as Remembrance Day through the countries of the British Commonwealth, the public honors those who died in the military service of their nations.
The same date is observed as Armistice Day in France and Belgium, in observance of the armistice ending the “Great War,” the First World War, 101 years ago today.
In the United States, November 11 is Veterans Day, to honor all those who have worn the nation’s uniform. (Memorial Day, in May, is the U.S. counterpart to Britain’s Remembrance Day, to honor those who died in service.)
On this day, most public presentations in the U.S. include the line, “Thank you for your service.” In a long cover story for The Atlantic nearly five years ago, I argued that the real way today’s American public could honor the tiny fraction of its members in military service would be different.
(For perspective on the “tiny fraction”: At the time that I wrote that article, a total of about 2.5 million Americans, roughly three-quarters of 1 percent of the population, had served in Iraq or Afghanistan at any point in the post-9/11 years, many of them more than once. These days America’s total active-duty forces, in all branches, number less than 1.5 million, or well under one-half of 1 percent of the population. This is a different concept of “the 1 percent” than references to the economic elite.)
The American public and its political leadership will do anything for the military except take it seriously. The result is a chickenhawk nation in which careless spending and strategic folly combine to lure America into endless wars it can’t win.
After that article came out, I received thousands of responses from service members or their families, a number of which you’ll see quoted in the posts in this thread. The vast majority were “positive,” in discussing the military’s keen awareness of its status in a “chickenhawk” era—one in which the country was constantly in battles, but only a handful of its people were directly exposed to the costs.
Some circumstances have changed since that time; most have not. The phenomenon of “honoring the troops,” but then skating on to other matters, has, if anything, grown all the stronger over the years.
The article is here. I hope you will find a chance to read it; if there is further response, I’ll revive this discussion thread.
Today we go to Memphis, Tennessee. This is of course the metropolis of western Tennessee, with the state of Mississippi just across the border to the south, and Arkansas just across the Mississippi River to the west. Memphis is the second-largest city in Tennessee, after Nashville. Its population is around 650,000—more than 60 percent African-American, about 30 percent white, and the rest a variety of others. On average its people are poor. The median household income for the United States is above $60,000, whereas in Memphis it is below $40,000.
The best known Memphis-based company is FedEx, which has operated there since the early 1970s. Other major operations include the St. Jude Children’s Research Hospital, and the AutoZone company. In 1956, local phenom Elvis Presley broke the local color line by performing alongside Ray Charles and B. B. King at a benefit for a black radio station. The National Civil Rights Museum in Memphis includes the site of the Lorraine Motel, where, on what I several times heard described as the worst day in the city’s history, Martin Luther King Jr. was murdered in 1968.
Through the ups and downs of the city’s modern evolution, its main morning newspaper, The Commercial Appeal, played an outsized regional role. “I’ve been around newspaper journalism since the 1970s, breathing it in as a kid before that,” Otis Sanford told me. Sanford grew up in northern Mississippi; worked as a reporter and editor for several papers including TheCommercial Appeal; and has been a professor in the journalism department at the University of Memphis since 2011.
“Whether you liked the editorial opinions of TheCommercial Appeal or not, it was of tremendous influence,” Sanford said. “You’d have to go to Atlanta to find comparable regional papers.”
TheCommercial Appeal had been owned since the 1930s by the Scripps-Howard group. During the Great Extinction of local and regional papers over the past dozen years, the paper went through several changes of ownership, and is now part of Gannett.
Through this process, TheCommercial Appeal shrank by all locally important measures: the size of its news staff, its circulation and influence, and even its connection to Memphis at all. Its printing plant moved out of town, 90 miles away to the city of Jackson, Tennessee. “Why did that matter?” Otis Sanford said to me. “That means earlier deadlines every day, so you can’t get any late-breaking news into the printed paper, or even late afternoon news.”
The overall spiral of contraction sounds similar to what has happened in many other areas. It was accelerated for TheCommercial Appeal by Gannett’s decision to operate the paper as part of a statewide network of Tennessee coverage—in a state with very distinct regional identities and differences. “They were having people in Nashville write about Memphis,” Otis Sanford said. “People were hungry for something that was much more local.”
“This ‘Tennessee network’ branding was kind of the final straw,” Eric Barnes told me. Barnes is a prominent Memphis journalist, a novelist, and host of a popular weekly PBS news show. “West Tennessee doesn’t like East Tennessee, and they both don’t like the middle. Lumping them all together in a ‘network’ might make sense on a whiteboard in the headquarters, but it made no sense to people in Nashville [in the middle], or Knoxville [on the east], or Memphis [in the west].”
“Memphis is wildly proud, and we’ve also got a chip on our shoulder,” Andy Cates, who is CEO of a nationwide outdoor-resort company based in Memphis, told me. “We don’t get along with Nashville—it’s like Boston and New York. We think it’s incredibly important to have journalism about our community that is rooted in our community.”
That is the central idea behind a one-year-old online publication called The Daily Memphian. Eric Barnes is the CEO; Andy Cates is chairman of the board; Otis Sanford is a columnist; and together with some three dozen journalistic colleagues and many Memphis-area donors and supporters they are trying to bring locally based, serious journalism back to town.
Here is a summary of what I learned by talking with the three of them, by following news on their site, and by asking for judgments from other figures in Memphis.
What it is: The “paper” is an online-only, by-subscription news source, which began operations in September of 2018 after initially raising some $6.7 million in startup funds from local donors. Subscriptions are $7 per month, or $84 per year—with some news items provided outside the paywall and free or reduced-price offerings for schools and libraries and some other users.
According to Eric Barnes, the paper’s target was to attract 4,500 paying subscribers within its first year. It reached that target within three weeks and now has about 11,000 paying subscribers. “We’re not doing any dollar-a-week, dollar-a-month introductory offers,” he told me. “The churn rate”—people dropping subscriptions—“is less than 6 percent, and our web traffic is solid and growing.”
TheDaily Memphian is owned by a new 501(c)3 non-profit, Memphis Fourth Estate Inc., which has no editorial control of its content. Memphis Fourth Estate continues to encourage donations toward the paper’s survival, and since the launch has raised another $1.5 million.
The paper’s total editorial staff is about 40, many of whom were familiar names in local journalism who came over from the Commercial Appeal or other publications.
Why it was started. The “About” page of the paper’s web site minces no words:
Frustrated by the gutting of local journalism in Memphis, a group of seasoned journalists, media professionals and concerned citizens gathered to discuss the need for strong, locally focused and locally produced daily news.
“People realized this was what it was like not to have a hometown paper,” Eric Barnes said, of the Memphis reaction when news operations shifted to the statewide network.
“We didn’t do this haphazardly,” Andy Cates told me. “We spent years exploring it,” as the local-news crisis in Memphis intensified. “We took the best journalists from TheCommercial Appeal, and other stars from other publications. We realized that there was mounting anger, across the community, that a civic function that was so critical had gone so far down.”
How it’s paid for: According to Andy Cates, the $7 million raised for the Memphian is the largest-ever charitable investment in one city’s news organization. (TheTexas Tribune, a well-known non-profit founded ten years ago, is a larger operation but covers an entire state.)
“It is like a political campaign,” Cates told me. “We have been to every Rotary meeting. We have gone to every church. We have spoken with every group that will listen to us. We have shaken hands, kissed babies, hugged people. We have asked everyone for support, and we have gotten it.”
The supporters include local foundations, corporations, and wealthy individuals and families. Cates and Barnes both stressed that donations went to the Memphian’s parent foundation, with no conditions or guidance accepted about its coverage.
“We think of this as ‘philanthropic venture capital,’” Cates said. “Question one to donors is, Do you believe that a healthy newspaper is important for a healthy community? And question two is, Given all of Memphis’s other needs, is this a high enough priority to be worth this much capital. The answer to both has been an overwhelming yes.”
Eric Barnes, whose background is in journalism rather than Cates’s in finance, stressed that while the paper was structured as a non-profit, its operating outlook is as a “real” business. “Our head of subscriptions, our marketing people, our ad people, we downplay that we are a nonprofit,” he said. “We want to become sustainable, which means getting to about 25,000 subscribers per year,” or a little more than twice the first-year level. “We try to run this like a business. Our goal is to put up high-level content, and have people pay for it.”
“People will pay for news,” Barnes said. “They did so for decades if not centuries. That the industry ever got away from that is a real historical anomaly.”
How it is being received across Memphis’s racial divide: Barnes and Cates, and most members of their board, are white. Most of Memphis’s population is black. What are its intentions for covering the area’s African-American community, and what have been its results?
As for intentions, Andy Cates said, “We’re very clear that if the entire community does not buy into this venture, and support it—if the entire community does not feel that its story is being told—then we have failed.”
Eric Barnes told me that when the site launched, he went to talk with a number of African-American church communities. “I said that one decision we made was, We weren’t going to feature coverage of ‘last night’s crime.’ Of course we’d cover crime trends, and not shy away from problems. But we weren’t going to splash out mug shots and be driven by the police blotter.” Barnes said he got applause for that line—but that a “wait and see” attitude understandably remained.
I asked Otis Sanford, one of the area’s best-known African-American journalists, who now writes a featured column for TheDaily Memphian, about the site’s reach across the racial divide.
“I don’t think that TheDaily Memphian has quite resonated yet with the African-American community,” he said. “That’s not to say it has not registered at all. But by and large it has not penetrated the market. They are working on it, and they are doing a relatively decent job so far.” Sanford’s own column is routinely one of the best-read on the site.
Why it all matters, outside Memphis: “We want to be known as the lab experiment of whether the Fourth Estate can flourish in Middle America,” Andy Cates told me. “We want to be a national model, but our mission is local.
“The life boats aren’t coming to save us. We have to do this ourselves. ”
This is the first in a series of posts on the city of Dayton, Ohio. I’ve been there three times since August and am about to make another trip.
Almost every trend affecting modern America is on display in Dayton. It was one of the earliest, and hardest-hit, centers of the opioid disaster. Its economy, plausibly known as America’s “invention capital” in the early 1900s, as the home of the Wright brothers and with the highest-number of U.S. patents per capita, has been hurt even more than other midwestern cities’ by the demise and departure of big firms. Last year a PBS documentary, Left Behind America, described what happened when the Dayton-born corporation NCR, plus others, left town. The excellent recent movie American Factory (Atlanticreview here) portrayed the next chapter in that story, as the Chinese automotive-glass firm Fuyao reopened a closed GM plant. The city’s population has fallen significantly from its factory-era peak.
This past May, marchers from the Ku Klux Klan held a rally in town—and Klan opponents put on a bigger display. Just a few days later, a series of devastating tornados roared through the town. Then, in the first weekend of August, Dayton was of course the site of a mass shooting, a few hours after another gun massacre, in El Paso.
But Dayton also has a wide variety of ambitious new projects under way. It will soon open a pioneering addiction-treatment center, in partnership with the Alphabet/Google life-sciences enterprise, Verily. The Dayton Arcade structure that was once the pride of its downtown is in the middle of a $90 million renovation project, similar to ones we have seen as centerpieces of transition in cities from Greenville, South Carolina; to Allentown, Pennsylvania; to Bend, Oregon. Dayton’s public-library and arts scenes are civic assets.
The University of Dayton, a research university founded by the Catholic Marianist order and with more than 8,000 students, is opening new downtown offices and research centers. Eric Spina, an engineer who came from Syracuse to become the University of Dayton’s president three years ago, has announced a strategy of making the university “the anchor institution for the entire community,” as he put it last week at a conference in Dayton I attended called “Gem City Rising.” (Why “Gem City”? Apparently not because Dayton was ever a jewelry center. One hypothesis, relayed by the Dayton Daily News, is that some outside writer called it “the gem of all our interior [American] towns” in the 1840s.)
The city’s mayor, Nan Whaley, a Democrat who is in her early 40s, was elected to the City Commission 14 years ago, while in her 20s, and is now in her second term as mayor. Deb Fallows and I have known her and followed her career for several years. She won national attention, and based on what I’ve seen wide acclaim, for her statements and appearances after the shootings in August. The exception in the admiring chorus was Donald Trump himself. While on Air Force One, headed from Dayton to El Paso, Trump began sending tweets attacking Whaley, because he felt that in a press conference she hadn’t been effusive enough about the reception he received from shooting victims he saw in the hospital.
By coincidence, I was in Dayton on the August weekend of the shootings. The coincidence was aviation-related: To get back into the aerial world, I was doing flight training at Steel Aviation, based at the tiny Phillipsburg Airport just outside town, and was staying at a motel near the main Dayton International Airport. On Saturday evening, August 3, with a day’s worth of instruction behind me, I went to Dayton’s revived and thriving downtown Oregon District to walk around and, naturally, to stop in at the Dayton Beer Company to have a beer. I had just one, since I had to drive back to the motel, but I also got a to-go six-pack of their Oregon Alley IPA. (Plus, since I didn’t then know when I’d next be in town, a souvenir take-home six-pack of canned Gamma Bomb from the nearby Warped Wing brewery. )
Later that night, the Dayton mass shooter opened fire in the Oregon District. Although on-scene armed police responded within 32 seconds and killed him almost immediately, the rapid fire and large ammunition capacity of the AR-15–style rifle he brought with him allowed him to murder nine people and wound 27 others before he went down.
Within 24 hours, network- and cable-news crews were on-scene in Dayton. This was the look of the Oregon District late Sunday afternoon, less than 24 hours after the killings, with one network’s crews on one side of East Fifth Street, not far from the shooting site, and another across the street:
Again for aviation reasons, I was back in Dayton less than two weeks after the shootings. This time I went to Nan Whaley’s office at City Hall to ask her what it was like to be the center of cable-news attention for three or four days—and then to know that the 24/7 coverage would move on to the next breaking-news site.
“This has been a really important, special part of our community,” Whaley told me about the Oregon District when I spoke with her. The district—pronounced in the Midwest as Or-e-gone, versus the West Coast pronunciation Or-uh-gun—has a beautiful residential area and small stores, but during Dayton’s economic decline was dangerous and distressed. Now it’s the site of restaurants, locally owned stores, restored homes, and the general vibe of economic improvement you find in many midwestern downtowns.
Whaley said that since the shooting, she had been in touch with the mayors and other leaders of communities that had suffered similar disasters. The diversely appealing nature of the Oregon District, she said, made this shooting different from some other recent massacres.
“I was talking with the mayor of Parkland [in Florida] about their high-school shooting and the mayor of Pittsburgh about the Tree of Life [synagogue] shooting,” she said. “Those were mass shootings at communities where people all belonged—they were going to school, or going to services.”
By contrast, she said, the crowd in downtown Dayton was a diverse group of people who all just happened to be there for a night out (as I had happened to be there, in the same space, a few hours earlier). “This is more like the Aurora, Colorado, shooting [at a theater], where by chance people were there at the same time.” The several dozen people who were killed or injured, and the hundreds exposed to the shooting, were “a super-diverse group, with very different stories, some of them not even from the state of Ohio, and all illustrating the kind of community we have now.”
“This was the place where the urban renaissance happened first in Dayton,” she said. Houses and apartments are in demand; the mix of businesses had changed from mainly bars to “the right number of bars, and restaurants and locally owned stores.” It was, she said, “a place for everybody—and in a kind of a grotesque way, the very diversity of the shooting victims showed that.” The nine people killed were black, and white; male, and female; older, and younger; from the area, and from far away. “One of them [Saeed Saleh] had grown up in Eritrea and walked across the Sahara desert—only to get here, and be killed in the Oregon District, which like all the stories was heartbreaking,” Nan Whaley said. “In a town that is still too separate and too unequal, the district represented more of what we all wanted the city to become. It’s a place for everybody.”
“My concern,” she said in August, “is that the shooting stops that work and that vitality and that uniqueness.” What comes next for Dayton will be the subject of the next set of reports.
“You don’t want to be known as a city where something terrible happened,” Nan Whaley told me in August—reeling off a few other names of cities now mainly identified with gun massacres. “But you don’t want what happened here just to be forgotten.” She pointed out that just two days after the killings, Donald Trump offered condolences, in comments at the White House, to “those who perished in Toledo”—one Rust Belt city apparently being hard to tell from another. “We don’t want to be a city you can’t find on the map, or even remember the name of.”
And what did she hope would come of her city’s turn in the cable-news spotlight? “I would like us to be known as a place that action came out of,” she said this past summer.
Before the killings in Dayton, there had been 250 mass shootings in the United States in 2019. (This is defined as four people shot, apart from the shooter.) “This made us No. 251. I think every mayor whose city has suffered this way says: ‘We’d like to be the place where something happens from our pain.’” She said, back then, that she thought the traumatic effect of the Dayton shooting might have an effect at least in Ohio’s state policies.
That was the mayor’s reaction, immediately after her city’s highly publicized trauma. In upcoming installments: the longer-term efforts to revive the area’s economy, deal with addiction and related challenges, connect a divided community, and in other ways move Dayton forward.
A theme that runs through nearly all of these reports is the importance of ownership structure. Times are tough for little newspapers everywhere, but the papers least likely to survive are those that have fallen under the control of hedge-fund and private-equity chains, which are starving them into short-term profitability and longer-term demise. The successful counterexamples are mainly family-owned, community-owned, or in some other way bolstered against the pressure to cut the publication into insignificance.
Today we travel up the Hudson River Valley to the small village of Ellenville, New York, in Ulster County, near the borders of Orange and Sullivan Counties. This is not the bedroom-community exurb part of the Hudson River Valley but instead one of the Northeast’s many declining former industrial zones. It once was famed and prosperous as the home of Schrade cutlery (later Imperial Schrade), and as the manufacturing center for Channel Master “rabbit ears” TV antennas, back in the day when TV signals were broadcast over the airwaves rather than traveling through cables or the internet.
That industrial era is past, and the surrounding communities have struggled. As in many one-time manufacturing centers in the Northeast and Midwest—and contrary to a frequent media assumption that “troubled factory town” means “mainly white”—Ellenville’s population of some 5,000 people is ethnically diverse. “This little town is surprisingly representative of the country,” Alex Shiffer, co-founder with his partner, Sharon Richman, of the local newspaper, the Shawangunk Journal, told me. (The name is drawn from the local geological landmark, the Shawangunk mountain ridge, or “the Gunks.” Among nearby features is the well-known Mohonk Mountain House.) In the Ellenville area, about half the population is white, about 25 percent Hispanic and 15 percent black, and the rest Asian or from other groups.
“The community had no newspaper, and we wanted one,” Alex Shiffer told me, about the decision he and Sharon Richman made in 2006, to start the Shawangunk Journal. Shiffer had grown up in Westchester County, closer to New York City. He and Richman met at SUNY New Paltz, and came to Ellenville in the 1990s to operate the area’s first internet service.“We resurrected an older community paper that had been out of print for a few years,” Shiffer said. “We didn’t do much more than take its name, but it was the start of something the community seemed to want too.”
The Journal is a print publication, now with a paid circulation of about 2,000. You can see some of its stories here—although, as I’ll explain in more detail in a moment, you need to register to read the articles. As an example of the kind of story you don’t often find in papers this small, you can look for two articles by Chris Rowley about the situations of homeless people in the area, and another by Tim Michaels on what heavyweight-truck traffic is doing to local roads.
Like other small papers, the Journal has had its ups and downs through its dozen-plus years of existence, in recent years especially downs. “Three years ago, the newspaper was in serious financial trouble,” Shiffer told me. “Around the beginning of the year, we said: We’re likely to lose $50,000 this year, and that’s money we don’t have.” Through an appeal to readers and a local fundraising campaign, it found the money to get through that pinch. “Despite the economic problems here, there’s a strong sense of community, which is why the newspaper has survived.”
And now? The paper’s ambitions, as explained to me by Alex Shiffer and his daughter Jasmine, are interesting in three ways:
1) Digitally minded from the beginning. “One of the things that was different about our origin, is that we were always interested in an online presence,” Alex Shiffer told me. “My background is tech, not journalism. But when we started, it was just way too soon to have an online platform as the main basis for local content.”
Shiffer said that he and Richman and their teammates were planning for the time when they could “use our tech experience to figure out how you can make an online publication actually work, with such a tiny market.” One significant shift was when people began using smartphones as a principal source of news and information. Another was when the Journal company began conditioning people to pay for what they read online.
“We still fight the battle every day, of people saying on Facebook, ‘What, do I have to pay for this?’ And we’re on there constantly saying, ‘Yes, you do, and here’s why.’ It’s taken us this long to get people who are willing to pay for content.” Through the efforts of their publisher, Amberly Jane Campbell, the system has grown to include four other regional publications: the Delaware Hudson Canvas, the Livingston Manor Ink, Hudson Valley Livelihood, and the BKAA Guardian. “We have proven the model works for our newspaper,” Campbell said, “and it can be adopted by any independent publisher, without having to reinvent it for themselves.”
2) A subscription-and-micropayments business model. As you’ll see if you register (for free) on the paper’s site, NewsAtomic, after an introductory-offer period, articles from the paper for nonsubscribers cost 25 cents apiece. For as long as the internet has existed, I’ve heard journalism leaders talk about the coming era of micropayments. Here’s a tiny newspaper in rural New York that has put the plan into effect.
Subscribers to the paper, for as little as a few dollars a month, get unlimited access to its articles. Occasional visitors can sample the stories for a low price, with the hope and expectation that some of them will be attracted to become long-term readers and subscribers.
“A weekly paper publishes once a week—and provides a finished, crafted piece that often is many days ‘old news’ but is still quite relevant and desired,” Shiffer said. (In previous installments from Maine and Massachusetts, I’ve emphasized how small newspapers have turned a weekly-or-slower publication schedule into an advantage.) “The NewsAtomic system allows us to provide both to our readers—regular updates to a developing story, and more in-depth pieces where sources have had time to get back to you.” Every publication that hopes to survive in the digital age is trying to balance the variables in this equation: on-the-news immediacy versus analytical value; outside-the-paywall “free” material to draw attention and shape public conversation, versus subscribers-only items to keep the reporting-and-editing core going. The Shawangunk publications are trying to create a new model for smaller publications.
“The micropayments are for occasional readers, and, crucially, allow one publication’s readers to sample another publication’s content from time to time,” Alex Shiffer said, “especially in cases where there is coverage of a story by multiple pubs. It’s a way of spreading reader revenue across our participating publications fairly, and it puts the bulk of the revenue where it belongs: with the publisher, not the platform.”
3) The students’ own paper. As Alex Shiffer studied the Journal’s readership, he came across this blunt fact: “The main reason we lose print readers is due to death. It’s not that reading the paper is all that dangerous! It’s just that they’re old.”
To replenish the readership, and to increase student involvement in the community and interest in journalism, the print Shawangunk Journal and online NewsAtomic site are complemented by a student-run news app called The Devil’s Advocate. (It is free and available in iPhone and Android versions.)
Jasmine Shiffer, elder daughter of Alex Shiffer and Sharon Richman, is 17 years old and a senior at Ellenville High School. “When I was a freshman, the high school had a paper—but it was in print, and it only came out twice a year,” Jasmine Shiffer told me on the phone. “It was kind of pathetic.”
“Then in my sophomore year, it just completely disappeared. I thought that every school deserves a newspaper, and online seems to be the only way to get to kids like me these days. So I wanted to start a paper for the school.”
She did. Without any official involvement from or approval by high-school authorities, a group of students now put out news posts every school day on the Devil’s Advocate app. “We cover a wide variety,” Jasmine Shiffer said. “Some sports, some culture—the real stuff, and the fun stuff.
“People love it,” she said. “So much of ‘the news’ seems so boring and disconnected from our real lives. To have this school paper written by their friends, and about their friends, makes everything seem so much more accessible.”
What comes next for Jasmine, after her senior year in high school? “I’ve really enjoyed doing this, much more than I thought I would. I have seen my parents and all the struggles they have gone through owning this paper. So I was nervous about the whole journalism thing. But at least in college I want to be involved in journalism.”
Is the Shawganunk Journal/NewsAtomic/Devil’s Advocate model “the” answer for other local publications? Of course not—their combined success is still provisional, and market and civic circumstances vary city by city.
But together they offer another illustration of a range of possible solutions for local publications, and the communities that depend on them.
Do local public-radio stations play an important role? In big cities, from Boston and Washington to San Francisco and L.A.? In small towns, like those across Mississippi or Alaska or Maine? Do they matter in the South as well as the North? In inland states as well as those on the coast?
All the evidence I’m aware of, anecdotal and statistical, suggests that in every one of these places, the answer is a clear and obvious yes. Public radio matters; it matters all the more in remote and rural areas farther from other news outlets; and it is seen as mattering in a way that transcends normal regional or political dividing lines.
But suppose those public-radio hosts, programs, and stations were judged not by their broadest social, civic, and cultural effects but instead by the narrowest financial measures. How many would pass muster if they were held as part of a private-equity fund’s portfolio, in which each program or local station stayed in operation only as long as its return-on-equity matched that of some alternative investment, from a big construction project or a biotech start-up firm?
In those circumstances, virtually none of the stations could exist. Nor would any library. Or public park. Or museum. Or zoo. Or virtually any educational institution except for the shadiest diploma-mills. Or any of the other aspects of social life whose “returns” may be enormous but are not captured in one investor’s profit-and-loss sheets.
That’s a way of understanding the predicament of local newspapers, in a private-equity age. And it’s a reminder that a specific business model and a broader public interest can be fundamentally at odds.
Obviously small-town papers face a hyperintense version of the pressures affecting the news business as a whole. But previously in this series, we’ve discussed local papers that are for now defying the harsh economic trends—in Mississippi, in Maine, in Massachusetts, aspirationally in Southern California, and in points beyond. More reports are ahead—from Tennessee, from Michigan, from Northern California, and elsewhere.
The central message in all these reports has been that ownership structure matters. If papers are owned by private-equity-based firms, of which the most familiar examples are the MediaNews Group (better known by the trade name Digital First Media) and GateHouse Media, the prospects for community news are grim. The chains are in the news business as “just another business,” and their coast-to-coast track record is of squeezing the reporting and editing budget until there is nothing left that subscribers would want to pay for. But in the same market where a private-equity-owned paper would be doomed, some family- or community-owned papers have shown that they can make “enough” money to keep providing the news.
This brings us to the little Massachusetts town of Harvard, about 30 miles northwest of Harvard University, in Cambridge, but with no connection to it. It is the latest arena of attempts to create a paper that can be sustainable, on a non-private-equity business model.
Around 6,000 people now live in Harvard, Massachusetts (which I feel compelled to keep identifying that way, to avoid confusion with the “other” place). In the mid-1800s, it was a haven for transcendentalists, Shakers, and other spiritually minded New England Utopians. One of its current tourist attractions is its Fruitlands Museum, which tells the story of some of these groups. In modern times, Harvard’s main business has been farming, especially apple growing, plus spillover from nearby Fort Devens, until it began shutting down as part of the base-closing movement of the 1990s. It also now serves as a bedroom community, within reasonable commuting range of Cambridge and Boston.
Starting in the early 1970s, Harvard, Mass., had a local paper called The Harvard Post, founded by, among others, a civic activist and news entrepreneur named Ed Miller, then in his 20s. This is the same Ed Miller who, now in his early 70s, just founded a local weekly for Cape Cod, as I described last month. In 1978, Miller, his Post co-founder Kathleen Cushman, and Lawrence Anderson wrote a how-to book on the art and science of successfully running small papers.
After the Post served Harvard, Mass., for 30 years as a locally owned community newspaper, it was unexpectedly soldin 2003 to a chain called Community Newspaper Company, or CNC. For a little while, CNC kept the paper’s journalistic and civic role mostly intact. But soon the cutbacks began, the local coverage thinned out, and local readership waned. The paper’s office was moved out of town to a regional center; CNC itself became part of GateHouse; and by 2013, long after it had ceased to be a significant part of local affairs, The Harvard Post officially shut down.
As their existing paper caved in—really, as it was dismantled by design—four local residents decided to take matters into their own hands, and to start a paper to play the part that the Post had in its pre-chain days. One of the four, Worth Robbins, explained on the website of the new paper, The Harvard Press, what happened next. The chain-owned Post, he said, “stopped being a local paper, by and for Harvard residents.” And in response:
The Harvard Press was born when four Harvard residents decided to band together to produce a high-quality, locally owned newspaper, like the town once had.
In early October 2006, we put finishing touches on a rudimentary business plan with assumptions about subscriptions and advertising (the two sources of revenue for any newspaper), and cost estimates for equipment, printing, and distribution. We would operate initially in the home of one of the partners … The owners/partners would take token compensation for the first year. The business plan projected a first-year deficit in the range of $50,000 to $100,000; we would need financial help to make it happen.
We decided not to organize as a nonprofit, because of inherent constraints. We wanted the paper to be fully independent, free to engage with the town without restriction; therefore support contributions would not be tax-deductible, nor would they confer any special privileges or influence.
We expected it would take several months to attract contributions to enable us to get started, and initial plans called for a January 2007 launch. We were fortunate, however, to receive significant support from a small number of longtime residents, who shared our belief that Harvard needed a good local newspaper. Less than a week after we began looking for help, we had received commitments for enough money to begin, and we set November 17, 2006 as the target for the first issue—less than six weeks away!
What’s happened since then is chronicled in a large number of update posts, mainly by Worth Robbins, collected in the “Economics of Local News” series at The Harvard Press’s main website. It’s also analyzed in an article in the Yale journal The Politic,by Lily Moore-Eissenberg, who grew up in Harvard, Mass., and was a high-school reporter for the Press before going to college at Yale.
The short version of these accounts is: The Press has operated on a shoestring, with borrowed and donated equipment and low-paid or volunteer labor; it has steadily increased its role and presence in the town, now with paid distribution to over two-thirds of the town’s households; and having operated it for more than a dozen years, its owners are now considering how to make it viable for the long haul.
“Most of us who started the paper and are still here are in our 70s,” Worth Robbins told me when I spoke with him on the phone last month. “We’re doing it for love of community. We’re not going to keep doing this forever. People are being paid, but not a lot. So we want not only to put the paper on a sound financial footing—and be prepared to pay more meaningful salaries to attract younger people to work here.”
Robbins said that the paper’s staff had made a point of including and training students and young people from the community. But he and his colleagues realized that to entice any young resident to return, the paper would need a different business basis. And so they were trying to move from just enough community funding to survive to a large enough budget to allow the paper to grow.
“Three years ago, I put a story in the paper saying, ‘We’re getting low on funds, we could use some help,’” he told me. “One person wrote in saying, ‘I love the paper, and I’ll put in $5,000 to match $100 donations from other people.’” That campaign led to about $12,000 in total donations. “Then we came up with this idea of ‘sustaining subscribers,’” he told me. “People who would pay $100 per year, rather than $30 or $40—and if they could pay for five years, at $500, in advance, please do so!” Since the beginning of the sustaining-subscriber campaign, the paper has gotten about 240 people to support at that level, “and 40 of them for five years!” he told me.
I asked Robbins—who grew up in Kentucky and came to Harvard, Mass., in the 1970s for a tech career—what difference it had made to his community when it lost its paper, and as one has reemerged. “The town was so damaged by the loss of the Post,” he told me. “We’ve lived through the experience of having a great paper and losing it, and we do not want to let that happen again.” Thus the multifront drive for “sustaining” subscriptions, for a website with frequent updates—and a paywall (the historical items mentioned above are in a non-paywall section)—and for events like one this coming weekend, in which the former Boston Globe reporter Tina Cassidy will speak with Charles Sennott, also formerly of the Globe and now the head of the GroundTruth Project. (Sennott is also a founder, with Steven Waldman, of the ambitious new Report for America project, which I wrote about this past summer.)
What difference will that make? Robbins gave the example of the town’s decision last year on whether to spend nearly $50 million on elementary-school construction. “There was tremendous controversy and consternation,” he said. “The previous school was only 30 years old, and many people were upset. We did an incredibly good job of covering all aspects of the issues.”
I have read through many of the Press stories in issues leading up to the town-meeting vote last spring, and I agree. The trade-offs and implications involved in the budget choices were laid out with great clarity and care. An in-person vote of citizens at a town meeting would decide the issue. “Usually 300 or 400 people is the most you’d ever see at a meeting,” Robbins told me. But for the vote, in May of last year, nearly 1,100 people showed up—and approved the spending by the required two-thirds majority. “Of course I’m biased, but I think a lot of the outcome was due to the depth and scope of coverage we had in the paper,” Robbins said.
By email, I asked Charles Sennott whether, as a resident of the town, he agreed with this assessment. “Yes,” he wrote back, the paper “did exemplary work on its coverage of the big vote, truly small town New England newspapering at its very best.” At this year’s awards session for the New England Newspaper and Press Association, editor John Osborn and reporters Joan Eliyesil and Marty Green of The Press won a first-place prize for their coverage of the school-funding controversy and decision.
Is The Harvard Press’s answer “the” answer for all struggling local papers? Of course not. It’s up to the people of Harvard, Mass., to see whether they can keep this model of journalism going even in their one community.
But it is one answer, for one town, and the moment, and in these times each such answer deserves attention.
Recently Deb Fallows kicked off a series of “Big Little Ideas”—innovations or reforms that could be applied fairly easily at the local level and that might have cumulatively very important effect.
(Thanks to many readers who have written in. We’ll be sharing some of the many suggestions that have arrived.)
Here’s another in the series: making it easy to plant large numbers of trees, city-by-city.
In an article in the October issue of the magazine, I cite recent findings that tree-planting matters more than many people suspect, in its potential climate impacts. The story said:
After Donald Trump withdrew the United States from the Paris climate accord, more than 400 U.S. mayors, representing most of the U.S. economy, said their communities would still adhere to it. “That is where most of the leverage lies on sustainability—with mayors and governors,” Morley Winograd told me.
He gave the example of planting trees, which might sound insignificant but, according to a new study by researchers in Switzerland, could be a crucial step toward removing excess carbon dioxide from the atmosphere. “This could spread city by city, state by state, with no federal involvement or limitation,” he said.
For now, here’s an illustration of one community taking an innovative step. This story has three bonus reactions for attracting my attention.
First, the community in question is my original homeland, the small inland-California community of Redlands, in San Bernardino County.
Second, the tree-planting initiative is of a variety often mocked in the nation’s capital but of growing importance at the community level: namely, a “public-private partnership.” It’s a collaboration involving a private company (the mapping firm Esri); a local university (the University of Redlands); and the community’s public schools (of which I am an alum).
Third, the news is reported by a new local publication, the Redlands Community News, which fits the pattern I have reported on from Maine and Mississippi and Massachusetts, in offsetting the pernicious effect of private-equity control of local newspapers. (More reports are coming on this local-journalism theme, from Michigan and Tennessee and Massachusetts and beyond.)
One of our good friends in Redlands, Shelli Stockton of the University of Redlands, explains the idea. The reason for spelling this out is the possible application in cities elsewhere:
Increase the awareness of the benefits of trees through education and give away trees to plant. Redlands’ specific project involves presentations at school assemblies, providing each elementary student in our city a tree to plant, and mapping and measuring the results with GIS [online maps, like those developed by Esri in Redlands].
Identify key partners in the project, including a funder to pay for the trees, an audience with whom to communicate and distribute the trees, and a person(s) to organize the project. In our case the players are:
Funder: a local company with an interest in the environment and climate change issues
Audience: the local school district and private schools
Organizer: the local university
How This Works Locally:
Redlands has been named a Tree City USA Community by the Arbor Day Foundation for 22 years. It has a volunteer-led city Street Tree Committee who assist city staff in overseeing issues regarding the city’s urban forest … There was even a project to plant trees in honor of a nine-year-old girl who died of leukemia.
The University of Redlands is also 10 consecutive year Tree Campus USA school and has more than 4500 trees on its 160-acre campus.
It’s a medium-scale idea with potentially very large effects. And of course planting trees is only the first step: they need to be watered, tended, cared for. But it’s an important start, which other communities could consider. And please continue to write in, at OurTowns@TheAtlantic.com, with more suggestions.
More than 2 million Americans are in the country’s prisons and jails now, giving the United States both the largest number of prisoners and the highest per-capita incarceration rate in the world. For the U.S., the rate is well over 700 prisoners for each 100,000 of population. According to a recent BBC report, the only close contender is Russia, with an imprisonment rate of over 600 per 100,000 population. Most other developed countries are far behind—or ahead, in social-welfare terms. The rate for England and Wales, for instance, is under 150 prisoners per 100,000 population. Mexico’s rate is about 200 per 100,000. China, with a national population four times larger than America’s, has fewer total prisoners (at least according to official reports).
Just under 10 percent of America’s prisoners are women. Men and women who are “returning citizens” face some common challenges in restoring their place in economic, family, civic, and social life—for instance, the stigma of a criminal record. Some other barriers vary by gender. Women are statistically more likely to be expected to care for children or other family members, men more likely to have been arrested for violent offenses.
In Indianapolis, a program called Project Lia helps women who are leaving prison reenter economic and social life. As its mission statement puts it:
The Project Lia program is for women rebuilding their lives after incarceration. Program participants receive educational opportunities in financial literacy, communication, business ethics, and health and wellness, as well [as] support for a future job search.
Our program length is designed to be 6 months–12 months. As you advance through our technical skills and life skills program curriculum, you may advance in job title and pay, with the goal being a successful transition to a long-term career opportunity.
In two previous installments, we’ve shared videos from our friends at New America about civic-renewal projects in Indiana that are very important in the state but get little national attention. The first, about a successful job-training program called Build Your Future, is here. The second, about an ambitious public-arts project run by the Big Car Collaborative, is here.
Now a third video, about how Project Lia is trying to help previously incarcerated women regain their economic and social footing.
As you can see from Project Lia’s site, its emphasis is on “renewal” in the broadest sense of the term. Toward its aim of helping its graduates begin rebuilding their lives, many of its projects involve reviving disused or abandoned buildings, as you’ll see in this video, and recycling material that would otherwise just go to landfills.
Thanks to the videographer and editor Michael Jensen, the executive producer Fuzz Hogan, plus our other friends at New America.
This is No. 2 in a series of three videos from our friends at New America about the realities of community revitalization and economic recovery in the much-discussed Industrial Heartland of America. It’s based on an Indiana tour that Deb Fallows and I made this spring, co-organized by New America Indianapolis and Indiana Humanities.
Installment No. 1 was about an innovative, inclusive job-training program called Build Your Future. This one is about the topic on which Deb and I have most changed our minds—or, really, had our eyes opened—during our travels over the past few years.
That topic is the role of public arts, “place making,” cultural festivals, and other arts-based means of generating civic connections and promoting economic development.
Half a dozen years ago, before we began these city-by-city travels, if you’d asked me about “the role of the arts,” I would have said something like: “Yeah, sure, arts are great! Everyone should like art [etc.].” Now we have a vivid place-by-place sense of the difference that ambitious public-arts programs can have. For instance:
The film below is about one of Indianapolis’s (many) answers to the question of how arts can renew a community.
The video focuses on the Big Car Collaborative, which is a multibuilding art space and civic-engagement organization in Indianapolis. Among its events are its First Friday gatherings and art tours. Check out the video for more.
Thanks to the videographer and editor Michael Jensen, the executive producer Fuzz Hogan, plus our other friends at New America.
While we were there, a video team from New America made a series of three short films. They’re about the up-close realities of issues that usually appear as slogans or abstractions in so many speeches, policy papers, and panel discussions.
These are issues such as “restoring opportunity,” “re-creating middle-class jobs,” and “bringing hope to the heartland.” Or about working with “returning citizens,” those who have been incarcerated, to increase their chances of a successful return to economic and family life.
To put it another way: Everyone talks about creating opportunity. Here’s what it looks like when people do something about it.
The first film, shot in Fort Wayne and around Indianapolis, describes the work of an innovative program called Build Your Future (BY, for short). It’s five minutes long, and you can see it below.
Thanks to the videographer and editor Michael Jensen, the executive producer Fuzz Hogan, plus our other friends at New America. Two more films shot in Indiana are ahead in the series. The next one is about an art-collaborative project in Indianapolis called Big Car.
The Lakers legend was fearless, driven, and excellent.
My first real interaction with Kobe Bryant started over a disagreement. The legendary Los Angeles Lakers shooting guard had made some dismissive comments in 2014 about the case of Trayvon Martin, the African-American teenager who had been shot to death in Florida by the neighborhood-watch volunteer George Zimmernan two years before.
Martin’s death and Zimmerman’s subsequent acquittal on second-degree murder charges incensed many black athetes—but not Bryant, who told The New Yorker, “if we’ve progressed as a society, then you don’t jump to somebody's defense just because they're African-American.” I was working at ESPN at the time, and criticized Bryant on camera as tone deaf, among other things.
The “crazy worms” remaking forests aren’t your friendly neighborhood garden worms. Then again, those aren’t so great either.
On a sweltering July day, I follow Annise Dobson down an overgrown path into the heart of Seton Falls Park. It’s a splotch of unruly forest, surrounded by the clamoring streets and cramped rowhouses of the Bronx. Broken glass, food wrappers, and condoms litter the ground. But Dobson, bounding ahead in khaki hiking pants with her blond ponytail swinging, appears unfazed. As I quickly learn, neither trash nor oppressive humidity nor ecological catastrophe can dampen her ample enthusiasm.
At the bottom of the hill, Dobson veers off the trail and stops in a shady clearing. This seems like a promising spot. She kicks away the dead oak leaves and tosses a square frame made of PVC pipe onto the damp earth. Then she unscrews a milk jug. It holds a pale yellow slurry of mustard powder and water that’s completely benign—unless you’re a worm.
In the past half century, the number of bathrooms per American has doubled.
American exceptionalism takes on many forms, both flattering (our immigrant-founded start-ups) and unfortunate (our health-care prices). But perhaps no part of life in the United States is more unambiguously exceptional than this: We have so many damn bathrooms.
Understanding the events of 1979 is crucial for those trying to figure out a better future for today’s Middle East.
What happened to us? The question haunts us in the Arab and Muslim world. We repeat it like a mantra. You will hear it from Iran to Syria, from Saudi Arabia to Pakistan, and in my own country, Lebanon. For us, the past is a different country, one not mired in the horrors of sectarian killings. It is a more vibrant place, without the crushing intolerance of religious zealots and seemingly endless, amorphous wars.
Though the past had coups and wars too, they were contained in time and space, and the future still held much promise. What happened to us? The question may not occur to those too young to remember a different world, whose parents did not tell them of a youth spent reciting poetry in Peshawar, debating Marxism in the bars of Beirut, or riding bicycles on the banks of the Tigris in Baghdad. The question may surprise those in the West who assume that the extremism and bloodletting of today have always been the norm.
The American inheritance and the American promise are both precious and precarious. If we don’t defend them vigorously, no one else will.
In August 1784, when the American merchant vessel Empress of China finally docked in Canton (modern-day Guangzhou) after six months at sea, Captain John Green of Philadelphia and his crew found a civilization at its height. The Qianlong emperor ruled 10 percent of the world’s land mass and 30 percent of its population. He controlled one-third of the global economy. He could look out on an empire of extraordinary political and cultural achievement, a civilization that had endured more than three millennia. The name China, Zhōngguó, means “Middle Kingdom”—the kingdom at the center of the cosmos, the kingdom at the heart of heaven and Earth—and he had no reason to doubt it.
In 2013, when Xi Jinping took power as general secretary of the Chinese Communist Party, he embarked China on a mission of “national rejuvenation” (guojia fuxing). Six years later, China is poised to become, once again, the largest economy in the world, overtaking the United States. China is home to six of the world’s 10 busiest shipping-container ports (seven, if you include Hong Kong), contributing to its increased control of global maritime trade routes. According to the World Bank, China is on pace to eliminate absolute poverty by the end of next year, completing a stunning process through which 850 million people have emerged from poverty since the early 1980s—the largest and fastest poverty reduction in human history, to accompany the largest and fastest economic expansion ever recorded. Meanwhile, Chinese political, economic, and military investments across the world intend to roll back American power, replacing a Pax Americana with a Pax Sinica (though it is not clear whether China intends to preserve the Pax part).
“We will reach the goal of freedom in Birmingham and all over the nation, because the goal of America is freedom.”
In April 1963, King was jailed in Birmingham, Alabama, after he defied a state court’s injunction and led a march of black protesters without a permit, urging an Easter boycott of white-owned stores. A statement published in The Birmingham News, written by eight moderate white clergymen, criticized the march and other demonstrations.
This prompted King to write a lengthy response, begun in the margins of the newspaper. He smuggled it out with the help of his lawyer, and the nearly 7,000 words were transcribed. The eloquent call for “constructive, nonviolent tension” to force an end to unjust laws became a landmark document of the civil-rights movement. The letter was printed in part or in full by several publications, including the New York Post, Liberation magazine, The New Leader, and The Christian Century. The Atlantic published it in the August 1963 issue.
While public attention is focused on the Senate, the president is making controversial policy moves.
“You never want a serious crisis to go to waste,” Rahm Emanuel, the incoming White House chief of staff, said days after Barack Obama was elected in 2008. Emanuel’s point was that a moment of cataclysm meant a chance for big structural reforms that wouldn’t be possible in moments of calm.
But there are other ways to take advantage of a crisis, as the Trump administration is demonstrating right now. Even as the president’s impeachment trial moves forward, the White House is acting aggressively on a range of policy proposals that are politically, legally, or morally suspect, wagering—probably correctly—that the press and the people will mostly overlook them amid the drama in the Senate.
It isn’t, as has sometimes been claimed, that Trump wanted to be impeached, or that the impeachment is somehow a brilliant Machiavellian distraction he has orchestrated. The president has made clear that he wants the trial over as quickly as possible. But as long as it’s going on, the White House is using the crisis as best as it can.
A writer who’s afraid to tell people what they don’t want to hear has chosen the wrong trade.
Christopher Hitchens and I weren’t close friends—I was a lesser planet in his orbit. Every so often I felt the rhetorical lash of his published words on my back, and then I tried to make him feel mine, and you can guess who got the better of those exchanges. They usually had to do with Iraq. We both supported the war, but I supported it in an ambivalent, liberal way, while Christopher supported it in a heroic, revolutionary way. The more I saw of the war, the deeper my despair became. Christopher made it a point of honor never to call retreat.
I know of many friendships that ended in those years, including a few of mine. But something strange happened between Christopher and me. For every time he called me a split-the-difference bien-pensant, and for every time I called him a pseudo–Lord Byron, we seemed to become better friends. We would say rude things about each other in print, and then we’d exchange tentatively regretful emails without yielding an inch, and then we’d meet for a drink and the whole thing would go unmentioned, and somehow there was more warmth between us than before. Exchanging barbs was a way of bonding with Christopher.
China’s attempt to curb a viral outbreak is a radical experiment in authoritarian medicine.
A construction team is racing to build a new, 1,000-bed hospital in the next six days. As a virus spreads through one of the world’s largest cities, no one is allowed to leave. When the count of the dead in Wuhan, China, reached 15 yesterday, government officials declared a quarantine. Trains and public transit came to a halt, and air travel was canceled. Residents were urged to stay at home, and to wear masks if they must go out. The state told people not to spit, and “not to spread alarmist rumors.”
In short order, infections were also confirmed in multiple other parts of China. Travel was also banned in the cities of Huanggang and Ezhou. As of today, the state has essentially quarantined an area estimated to encompass 35 million people—a population greater than the 10 largest U.S. cities combined.
The newly revealed comment is one of the former president’s strongest known critiques of his successor.
Barack Obama’s private assessment of Donald Trump: He’s a fascist.
That is, at least, according to Tim Kaine, the Democratic senator from Virginia and a friend of the former president. In a video clip from October 2016, Kaine is seen relaying Obama’s comment to Hillary Clinton. The footage is part of the new Hulu documentary Hillary, which was obtained by The Atlantic ahead of its premiere at the Sundance Film Festival today.
“President Obama called me last night and said, ‘Tim, this is no time to be a purist,’” Kaine tells his then–running mate. “‘You’ve got to keep a fascist out of the White House.’”
Clinton replies: “I echo that sentiment.”
A representative for Obama declined to comment on the conversation. A representative for Kaine did not respond to requests for comment.