Last Thursday, Steven A. Smith resigned as editor of The Spokesman-Review in Spokane, Washington, after he was ordered by his publisher to cut 25 percent of the editorial staff. Later that same day, assistant managing editor Carla Savalli followed Smith out the door. Savalli, considered a rising star at the Spokesman-Review, had been instrumental in plotting the paper’s new media strategy. CJR’s Megan McGinley spoke with Savalli on Friday.
CJR: Many on the paper’s staff saw you as eventually taking over the editor’s chair. Given that likelihood of being in a position to put your imprint on the paper, why did you resign?
Carla Savalli: I didn’t resign to send a message. I resigned because it was the right time given the volatility of the industry and of the cuts in this newsroom. It’s a devastating cut and I didn’t feel like I had as much heart as I used to to keep going. Let me also say that I absolutely respect the right of our publisher [W. Stacey Cowles] to make the business decisions he has to make for the betterment of this paper. We journalists don’t want to think about the business while we’re in the newsroom, and, there was a time when we didn’t have to. Now we do and that’s just the reality.
CJR: Do you think it’s possible to find that balance between technological innovation and dedication to public service journalism?
CS: Absolutely. I don’t think you can have technology without that foundation [of public-service journalism]. There are some who are holdouts in incorporating the newsroom with multimedia. I’m not one of them, though. But above all else, you have to have the foundation of good journalism that people rely on to be informed citizens. To me, that’s the bottom line. We just need to build on that and to learn how to tell stories differently, depending on the platform we’re using.
CJR: What needs to happen for these two things to coexist?
CS: I wish I had the answer to that. I think newsrooms need to have a certain number of resources to make that balance work. You need people who are willing to learn and experiment. You need editors and reporters who can also work on professional development and growth, and establish strategic plans for the newsroom. You need publishers who are supportive of that notion as well. Technology is expensive, though, and so are the human resources necessary to make this happen. It’s a difficult climate right now, but it has to be a vision that each party embraces. You have to have support for it to work. But, as the situation gets more critical, we can’t just focus on print. It’s being eroded. We need other revenue streams, which we’ve developed here at the Spokesman. You need to keep an eye on the core of journalism, though. It’s not just a business.
CJR: But until we get that right, how are publishers supposed to keep newspapers profitable? It seems as though they’re enacting these cuts because they just don’t know what to do anymore. Do they really have any other option at this point?
CS: I really don’t know. Publishers and media companies are doing what they have to do, and journalists in the newsrooms are doing what they have to do, too. We have a different mission, a different calling. And there’s a tension between the two right now. But I don’t know if there’s anything to be done. This may be a natural contraction in the industry right now and when we get to the other side, it may just be that the most viable publications will remain. Maybe out of that will come a new business model. But I just don’t know the answer to that.
MM: Do journalists themselves need to change to adapt to this new reality? If so, how specifically?