In May, the Houston Landing shut down less than two years after its ambitious launch, laying off all 43 employees.
The announcement that the board of directors had voted to close the nonprofit news outlet generated national attention, and many questions. The big one: How does a local news startup that appeared so promising — one endowed with well-staffed newsroom and business operations, and more than $20 million in seed funding — fail?
In conversations with more than a dozen former Landing staffers, and additional nonprofit news observers and leaders, I heard about a news outlet with an unclear identity, led by a CEO who struggled to unify the organization. Leadership lacked the fundraising and nonprofit experience to achieve the lofty ambitions set out for the Landing. It spent quickly from the outset, and could not generate revenue to sustain its size.
The factors leading to the Landing’s closure may be unique. But the outlet’s challenges — how to balance the pursuit of impact with building an audience; how to carve out a niche among more established local outlets; how ample seed funding can become a liability — are relevant to other news nonprofits.
“We tried to be too much, too fast, for too many people,” a staffer and member of the Landing’s union told me.
“We’re doing good work, we’re doing good journalism,” Bhatia told Stuckey in a meeting she recorded, “but we’re basically putting out a newspaper on the web. And that’s not a recipe for success for us for the long term, nor is it a recipe for sustainability. And in order to accomplish that, I just feel like there needs to be some fairly dramatic changes.”
Bhatia said the firings were solely his decision. “It is my belief that we need new ideas to execute our mission…effectively in the digital space,” he told me at the time. “Our coverage needs to be more original, distinctive and not available elsewhere.”
The Landing was “behind on embracing all the tools digital offers us, such as video, data visualization, [and] interactive story treatments,” Bhatia added. In an interview with Texas Monthly, he cited The New York Times’ 2012 multimedia story “Snow Fall” as the type of journalism he wanted the Landing to produce.
The newsroom, overwhelmingly loyal to Rahman, unionized six weeks after the firings. The union created its own Twitter and Instagram pages and sometimes publicly called out management. The union’s social media accounts didn’t have many followers, but one union member recalled members of the fundraising team telling them in a staff meeting around mid-2024 that these posts were hurting fundraising. So “we cooled off on using social media and public-facing collective action,” they said. “And during that time, there was still no money brought in.”
Conflict over these two editorial directions has come up at other news nonprofits. But it’s not impossible to do both types of journalism well as a local news nonprofit. “Many of the organizations in our portfolio are successfully pursuing investigative reporting in addition to service reporting,” said AJP’s Ouimette, pointing to outlets like Mirror Indy, The City, and Outlier Media.But the Landing’s execution for pursuing dual priorities “blew up in our faces,” the union member and former staffer told me. “The way that we tried to go about doing them both, ultimately, was a disservice to everyone in the long run, because we were spreading ourselves too thin, too fast.”
The Landing was not alone among nonprofit news outlets in wanting to use impact to define its success. Impact is, however, notoriously difficult to define and measure — not to mention achieve. What’s more, deemphasizing pageviews risks disregarding a tool for identifying a gap between what your target audience have said they want, and what they may actually read.
In April 2024, a year before the Landing closed, a Poynter report by Rick Edmonds described the Houston Landing as “not seeming as far along as [two experts involved in grantmaking and others] would have hoped in terms of audience numbers.” (At the time, Bhatia and AJP’s Ouimette disputed that statement and said the Landing was exceeding internal audience targets.)
Poynter pointed to Block Club Chicago and New York’s The City as examples of success “in building impressive audiences after years of focus.” But it suggested standout nonprofit news outlets delivering impactful reporting and building an audience, like The Baltimore Banner and Lookout Local, share two qualities: They’re paywalled, and broad in scope. “Tough-minded journalism is at the core of both, but it’s surrounded by softer community news content,” Edmonds wrote. “The result is something like a traditional newspaper mix but in digital format; an attractive bundle for a varied set of readers.”
The Houston Chronicle, which couples weather and sports coverage with a nationally recognized investigations unit that doubled in size last year, falls into this category.
The Chronicle is mentioned 31 times in the AJP report. Introduced as “the ‘paper of record,’ but for whom?,” the Hearst-owned metro daily is characterized as generally covering news from a business perspective rather than a public service perspective. The slide deck describes the Chronicle as staffed by overextended reporters who leave Houston’s vast suburbs largely uncovered.
In the shutdown announcement, the Landing’s board indicated it was in early talks with The Texas Tribune about the possibility of bringing a local newsroom to Houston as part of its effort to establish a network of local newsrooms — but it’s unclear what, if anything, will come of that idea. Texas Tribune CEO Sonal Shah told me earlier this month that they’re “still exploring options.” Meanwhile, a new Local Journalist Index released last week counts just 3.9 Local Journalist Equivalents per 100,000 people in Harris County (which comprises most of Houston), and about five per 100,000 in nearby Fort Bend County — indicators of how underserved the city and its suburbs remain, relative to the area’s enormous population.
While Ouimette held firm on AJP’s original paywall and scaling recommendations for the Landing, he felt there were certainly other lessons to be learned from the organization’s challenges. “Successful nonprofit news startups require a strong alignment of capital, talent, and strategy,” he said. “What happened in Houston reinforces key lessons that shape our strategy: the value of building deep relationships with communities, the importance of maintaining focus on sustainability, and the need for strong leaders with vision and ability to build strong, impactful enterprises.”
The union member hopes the Landing’s failure doesn’t discourage others in the nonprofit news world. “I don’t want it to scare people away from the belief in community-driven, nonprofit news,” they said.
“The Landing’s failure is scary. It’s flashy news; it’s $20 million down the drain; I totally get that,” they added. But they felt this failure was fundamentally specific to the Landing — especially issues of leadership and management — and did not need to ring alarm bells for nonprofit news as a whole.
“I think that we should let the Landing be a teachable moment,” they said, “and not a red flag warning sign that something is necessarily wrong.”
Adobe Stock
- Stern issued a single public statement when the closure was announced: “We are proud of the Landing’s coverage of Greater Houston and continue to believe deeply in the need for more free, independent journalism in our region. This decision was difficult but necessary. Houston Landing’s reporting has made a meaningful impact in the community, but it struggled to find its long-term financial footing.”
- The Houston Landing wasn’t part of AJP’s “startup studio,” which has incubated news organizations like Signal Ohio and Mirror Indy. Instead, AJP provided a grant, served as fiscal sponsor while the new initiative awaited tax-exempt status, and offered some other support before leadership was hired, said Michael Ouimette, AJP’s chief investment officer.
- The other three members were Anne Chao, manager of the Houston Asian American Archive at Rice; Rice’s now-president, Reginald DesRoches; and Armando Perez, executive VP of HEB Houston.
- The Landing’s other two board members were Algenita Davis, of Central Houston, and Alex Lopez Negrete, of Lopez Negrete Communications.
























