KPBS Fire Coverage

KPBS in San Diego earned distinction for outstanding crisis response to the major wildfires in October 2007. While radio coverage was outstanding, so was the online coverage. In fact, Google created a short video to show how KPBS resorted to Google’s free mapping tool.

  1. The Crisis
  2. The Response
  3. The Plan
  4. The New Media
  5. The Future

The Crisis

  • Sunday, October 21, 2007: Wildfires are reported in rural areas of San Diego County.
  • By 11:15 a.m., San Diego County activated its Emergency Operations Center. There was no activation of the Emergency Alert System.
  • Eventually, eight different wildfires would burn throughout the county, driven by high-speed winds.
  • One week later:
    • The fires scorched more than 300,000 acres, destroyed more than 1,500 homes, and contributed to 115 casualties, including 16 deaths.
    • Five hundred thousand people were evacuated from their homes — one of the largest displacements in U.S. history.

The Response

  • By 2:00 p.m. Sunday, KPBS News Director called for a Level 3 Emergency Response — all editors, reporters and producers notified.
  • At 3:00 p.m., KPBS began broadcast bulletins.
  • By 5:00 p.m., KPBS News Director called for Level 5 Response — all hands on deck for continuous, around-the-clock coverage.
  • Sunday to Wednesday: KPBS Radio broadcast 80 hours of non-stop coverage.
    • On Tuesday at 5:30 a.m., KPBS was knocked off the air when fire burned power lines to transmitter on Mt. San Miguel.
    • Local alternative rock station 94.9 FM agreed to carry KPBS audio from 8:30 a.m. Tuesday to 9:00 a.m. Wednesday.
    • KPBS engineers restored 89.5 FM transmission using a temporary transmitter constructed on the station roof. Mt San Miguel wasn’t restored until Friday, when a generator was installed.
  • KPBS New Media department provided 100 hours of near-continuous online coverage.
  • Unprecedented cooperation from KPBS, NPR, KQED, KPCC, 94.9, Google, SDSU.

The Plan

  • KPBS developed its Crisis Coverage Plan in 2001, after poor response to a local school shooting.
  • Plan was created by a Task Force representing different areas of the station — Radio News, Radio Talk Show, TV, Operations, Engineering.
  • The plan is centered on a system of crisis levels:
    • Level 1: Isolated situation which affects few people — no radio format change; post on web
    • Level 2: Isolated but severe situation which affects more people — radio adds newscasts; post on web
    • Level 3: Serious situation with potential for escalation with wide impact — radio breaks format for special reports; post on web
    • Level 4: Severe situation with wide impact where “event” has an ending — radio and web provide rolling coverage for determined time period
    • Level 5: Disaster with extreme impact — radio and web provide rolling coverage for extended time
  • KPBS used the plan during the 2003 wild fires. (25 hours of extended coverage).
  • Plan was fine-tuned by focusing on staffing, skills, New Media.

The New Media

  • Within hours, and radio web stream unable to handle user surge
  • Remedies by creating stripped down, single HTML page and updated manually
  • Sent people away from our site to things we created elsewhere:
    • Google Map: Searchable, embeddable, demand for detail
    • Twitter: Mobile access, short bursts, networking
    • Flickr: KPBS photos, community photos
  • Proprietary hosting limits reach. Go where users gather.
  • Information Overload — Parse updates to post across platforms
    • Map team, Twitter team, Wiki to organize staff
    • Support: Google, SDSU, Public Media Colleagues, Volunteers from WNYC, KPCC, KQED, NPR

The Future

  • Refining Crisis Coverage Plan:
    • Implement all-staff survey to identify skills and train staff.
    • Create staffing spread sheet (EP, producers, hosts, anchors, editors, researchers, etc) for better workflow during crisis.
    • Create “emergency show clock” for radio broadcast.
    • Create better internal communication systems for staff during crisis.
    • Seek funding for equipment needs.
    • Seek partnerships with local media entities.
    • Establish KPBS as “first responder” in order to get more access to information from city and county agencies.
    • Participate in various county-wide emergency scenarios.
    • NPR Mobile collaboration makes local news more accessible
    • Google Collaborative Map released after trial by fire.
    • Reduce website inefficiency, back to basics “usability.”
    • Establish a presence in users’ web circles.

Ellen Weiss on Management

Ellen Weiss was SVP for News at NPR when she offered these management tips to the PRNDI Conference in Washington D.C.

I spent my first 10 years in management making mistakes. I learned by doing.

I wish I had asked for a mentor.

Assume the best in people.

Listen well. It’s important in the relationship.

You don’t have to know all the answers. You don’t need to answer right away.

Seek guidance. More input makes for better-rounded decisions. It shows consideration of your colleagues.

Be clear about your expectations.

Cheerlead. It reinforces your expectations.

Give feedback. It isn’t a luxury, it’s a necessity. Consider it a tool. Make it a daily part of your conversation — not only when there’s a problem. Keep it positive.

I have three types of memos I do:

  1. Thanks (to all involved)…
  2. Thanks — plus suggestions for next time…
  3. This took effort to appreciate because…

PRNDI: ‘Telling the Story’

In 2008, PRNDI released a study focused on nine successful public radio news stations:

  • KSKA, Anchorage
  • KUOW, Seattle
  • KOPB, Portland
  • KQED, San Francisco
  • KBIA, Columbia
  • KWMU, St Louis
  • WPLN, Nashville
  • WKSU, Kent
  • WEVO, Concord

The research explores the connection between strong local news and strong audience support (measured as above-the-median ratings and financial support). The nine were among 18 such stations surfaced in research by the Station Resource Group (SRG).

Go to the “Telling the Story” Overview to see the findings. There’s more on the News page, the Programming page, and the Fundraising page. You’ll also find audio profiles on each of the nine stations (at the bottom of the pages).

PRNDI used the project to highlight what more and more stations are discovering: that commitment to local news is part of a successful public service formula. PRNDI hopes the models profiled here encourage similar, sustainable business models that are broadly embraced by station leaders, networks and public radio supporters.

SRG’s Tom Thomas Explains How “Telling the Story” Stations Were Selected

WASHINGTON, DC (2008-07-16) One way to get better at what we do is to borrow a page or two from the best – top performers to whom we might look for insight and inspiration. Among public radio’s news stations there are always a few who have the buzz: homes of reporters who regularly file for the network, stations that have met challenging occasions with competence and flair, and folks who consistently take home the big awards.

But we can also approach the search for top performers from the perspective of audience and mission.

As broadcasters we aim for wide use of our programming. How well do our stations compete for listeners’ attention? As public broadcasters we aspire to deep value and impact. When listeners tune in, do they find our service important in their lives? Top public radio stations should excel in both dimensions.

The Station Resource Group used this framework to surface top news stations based on measurable performance. To assess stations’ competitive strength we used share of listening and highlighted those that consistently rank above the median for markets of comparable size. Assessing value and importance is more complicated. But we know, from multiple studies, that the personal importance of our service to those who use it is one of the most powerful predictors of individual giving (right after the amount of listening). It stands to reason that stations that perform above average in raising listener support, after adjusting for the size of their audience, must be making themselves especially important in the lives of their listeners.

SRG found some 18 news and news-and-classical stations that beat the average on both measures at least two out of three years running. These stations are clearly doing some things right. There are others, too. Several news-and-something-else stations have strong audience shares and fundraising, but there are not enough of them in any one category to create a reliable statistical model. There are some news and news-and-classical stations with outstanding audience performance, but they are part of multiple station groups in which it is difficult to disentangle their financial performance from the rest of the operation. And there are stations that changed formats during the period we were examining that we excluded from the analysis.

SRG was delighted when PRNDI board member Amy Tardif and others took up the task of telling some of these stations’ stories, picking the nine case studies that are presented here. It is an opportunity both to learn from their good work and to celebrate their success.

Tom Thomas
Co-CEO, Station Resource Group

KQED and Mondavi: A Matter of Distance?

Funding public broadcasting is a never ending struggle. Sometimes it leads us to reach for dollars that we need more than we want.

Make no mistake, our editorial guidelines assure the public that the fundraising effort on the one hand shall not varnish any truth on the other hand. As journalists, we see the firewall as impenetrable.

Yet, sometimes the wall is flimsy and the money on the one hand appears to have strings attached to the journalism on the other. While journalists may insist on making solid editorial judgments, they miss the point. The point is that people see strings.

One case study where this dynamic played out was at KQED. The station had arranged funding for a documentary on wine making. A major funder was Mondavi. Such obvious ties to wine making.

Could KQED produce an honest look at wine making while taking money from a legendary wine maker? Yes, possibly. Provided the proper editorial protections were in place. But, is there a built-in perception issue? Absolutely.

The public will never be able to judge for itself. KQED killed the project in the face of public skepticism.

Read the account of KQED and Mondavi published by Current.

(Elsewhere in the Guide we discussed Issues & Challenges → Funding the Newsroom.)

Ideastream: The New Public Media

When it comes to convergence, one of the most advanced experiments in U.S. public broadcasting has been succeeding in Cleveland, Ohio. There radio station WCPN joined forces with television station WVIZ to create a new media company, Ideastream.

Accounts of Ideastream’s progress vary. In the early going, news personnel complained of unsustainable workloads while trying to serve all platforms. Online, the station presents separate websites that are quite traditional in their showcasing of radio and television services. However, the state-of-art facility bespeaks their bold institutional commitment to the community. And as a recent report puts it, “together, the two stations are doing much more than they could ever have done separately.”

Read a thorough account by the Carnegie Reporter that calls Ideastream a “model for the future of American public media.”

WFDD: Licensee Interference

In fall 1999, Wake Forest University’s public radio station found itself caught between serving its journalistic purpose and keeping the lid on a campus controversy. The controversy arose from a Wake Forest trustee’s refusal to allow a lesbian commitment ceremony on campus. The WFDD news department was barred from reporting on the story beyond the official press release. The gag order came down from the head of University PR who had direct authority over the station. The public fallout that ensued led to a series of news department resignations and severe embarrassment by the WFU administration.

For a full recount of the incident, see the account published in Current.

NPR Newscaster Paul Brown was Program Director at WFDD during the incident and resigned in protest.

Paul Brown provides this case study of what might have been done to avoid the crisis:

WFDD did have a policy of non-interference. The news department had a simple, straightforward mission document outlining the department’s purpose, what we intended to cover, and why. The station itself had a short, straightforward mission document. One of its paragraphs stated that WFDD best represented the university by being the best station it could be.

They were, in my opinion, models of mission statements. To my knowledge, the station’s university supervisor, who interfered, had copies of both. If she did not, it’s my opinion that she was not doing her job properly.

Given our situation at WFDD, reporting to a public relations official, I believe we could have — and should have — done one thing differently. When we decided to do this story because we thought it reflected an important developing social issue in the community, we should have advised the station’s supervisor that it was on the way, and heard her concerns. It is possible that this vice president would have then tried to kill the story or control its content and development, as she eventually did anyway. But we could have dealt with that through negotiation, by resigning, or whatever other steps were necessary to resolve the conflict. At least we would have let this stakeholder know what we were doing.

We could also have hired a freelancer to do the story and another station news department to edit it, so that WFDD station staff members themselves were not reporting on the behavior of their licensee. We actually considered this. But we knew other news organizations from newspapers to TV stations, from time to time reported stories that involved themselves. We decided against hiring a freelancer because we knew we had a responsible news mission statement, intended no harm to anyone, and would do our work with integrity. Today, I’m not convinced that hiring an outside journalist and editor would have resulted in a different outcome from the one we experienced.

Paul Brown’s “Words to the Wise:

  • Whoever your station reports to, be sure you have a good mission statement and a non-interference statement regarding editorial content and newsgathering.
  • If your station reports to a university public affairs or public relations department, understand that this creates an instant and major conflict of interest. Leave as soon as possible and find a job elsewhere. If you can’t or don’t want to do that, work to move the station to another supervisor not responsible for the university’s self-promotion or fundraising. If you can’t do that, get a non-interference agreement in writing, and make it as ironclad as possible.
  • Take the measure of your station management. In our case, the new station manager, unlike the one who wrote the station’s mission statement and supported the creation of our news department, was a former PR person with little or no journalistic background. She was hired by the university’s public affairs vice president with no public input and with no search committee. She was loyal to the vice president, not the news mission or her news or management employees. When the conflict over this story arose, she sided with the vice president, betraying her employees, the station’s mission, its listeners and financial contributors. All of this is public record. The conclusion you might draw: If you feel you do not have the principled support of your station management, either leave or work to create a situation that will allow you to maintain your integrity as a jounalist. You should be able to look at yourself in the mirror without wincing.

Note: By spring 2000, Wake Forest published a Statement of Integrity about the station, named a Community Advisory Board, and transferred oversight of the station to the provost’s office. Also, a faculty committee issued a report demanding that university journalists be granted freedoms consistent with “academic habits of speaking and operating.”

MPR: Integrating Broadcast and Online

One of the earliest efforts at converging radio and online media in a single newsroom began at Minnesota Public Radio in the 1990s.

Bill Buzenberg and Bob Collins helped coax Minnesota Public Radio’s newsroom into online media.

“To accomplish this, we found a need to step away from the ‘radio mindset,'” they explained. This mindset focused too tightly on the radio product. The web coverage needed to be more comprehensive.

They gradually managed to integrate radio and online in the MPR newsroom. To them it was critical they not be separate departments.

MPR: Integrating Broadcast and Online


Public Insight Network

Minnesota Public Radio championed a form of “crowd-sourcing” — harnessing the power of the internet to sift viable information from large numbers of people — by creating PIJ – Public Insight Journalism.

The project has since expanded to many stations and is now called Public Insight Network, operated by MPR’s parent, American Public Media.

Here’s how they describe it in action:

Every day, sources in the Public Insight Network add context, depth, humanity and relevance to news stories at trusted newsrooms around the country.

American Public Media provides journalists with the tools and training to tap our growing Network of sources, engage their own audiences, and produce high-quality journalism.

Using our industry-leading platform, journalists and citizens reach beyond pundits, PR professionals and polemics to inform themselves and each other, strengthening the communities they serve.

Become part of the Public Insight Network »

Thanks to our technology, editors, reporters and producers can quickly find and learn from thousands of people who have experience or knowledge on a story we are covering. We call this the Public Insight Network, and it relies on everyday people — our public sources.

You have knowledge and insights that can help us cover the news in greater depth and uncover stories we might not otherwise find.

Some of our public sources end up in stories on air, in print or online. Others prefer to just help us get at the heart of a story. Nothing you share with us is ever published without your explicit permission. So, please help us create the great stories that make you value the news.

What you can expect by becoming a public source

E-mails asking for your insight on issues we plan to cover — you respond only if you have knowledge, or forward to a friend with relevant experience in the topic.

An occasional follow-up call or e-mail to get more information, if we follow a lead you provide.

Confidentiality: We won’t quote you without your permission See privacy policy.

An open line for you to tell our newsrooms and programs what stories are important to you, your family and your community and help us set our coverage priorities.

An occasional invitation to Public Insight Network meetings in your area.

No spam, marketing calls, or requests for money — your information is private and is not shared outside of a small circle of trusted journalists.

You may be called on to help with national stories through American Public Media programs, such as Marketplace, local newsrooms such as MPR News or partner newsrooms around the country.

Your help will make the news better…

By giving our journalists access to first-person information and sources, new story ideas, a wider range of perspectives and information that helps us identify under-covered or emerging issues.

By broadening our network of sources and strengthening our connections with diverse people nationally and regionally.

By helping us create deeper and more relevant reporting based on a diverse range of sources.


The original director of the project, Michael Skoler, discussed it in Current.

Go to PIJ-Skoler-Current

Nancy Updike: Writing for Radio

Nancy Updike is an award-winning journalist whose stories have appeared on public radio programs All Things Considered and Fresh Air, among others. She’s written for The New York Times Magazine, The Boston Globe, Salon and the LA Weekly. Her hour-long radio documentary on American civilians working in Iraq won a 2004 Scripps-Howard National Journalism Award, and the Edward R. Murrow Award for news documentary. She won a Peabody in 1996 for her work as a producer on This American Life, for which she’s a contributing editor.

Read Nancy’s “manifesto” on Better Writing Through Radio posted to

WFUV: Student Training Program

Provided by George Bodarky, News Director, WFUV

The WFUV News Workshop

Each semester, WFUV News Director George Bodarky conducts a news workshop that teaches students the “abc’s” of radio broadcast journalism. The workshops are a free resource for Fordham students and they are 90 minutes long. To accommodate as many students as possible, the workshops are held during the university’s activity period. Occasionally, Bodarky conducts evening and Sunday workshops due to growing demand. Students are walked through all phases of news gathering, writing, anchoring and reporting.

The workshops begin with an overview of WFUV’S newsroom which includes an introduction to the Associated Press wire service and the station’s digital editing system. We also talk about the various sources of news, the ethical issues involved in news gathering and opportunities that exist in the field. The workshops are an entirely hands-on experience. It’s a living classroom, if you will. The students are each given an opportunity to walk through the computer system to get a feel for it and help them understand how it works. A great emphasis is placed on the importance of understanding news and keeping abreast of current events.

Week two involves getting more involved in WFUV’s editing system. Each student takes a turn editing soundbites. Students are also taught how to conduct phone interviews. The workshops balance the technical aspects of conducting interviews with the journalistic aspects. Students are also taught different interviewing techniques.
Weeks three and four are focused on announcing. Students are taught breathing exercises, how to mark their copy, pacing, inflection and other aspects of news delivery. They are taught about regionalisms and other obstacles to news delivery. They are also given exercises on how to improve their voice and delivery. The students are also put behind the microphone and given a shot at news delivery. The students are taught that they’re not only reading words, but also communicating a message.

Weeks five and six are dedicated to radio newswriting. The focus is on how to write clear, concise and conversational copy. We discuss attribution, how to keep sentences short, how to paraphrase quoted material and write for the ear. We review the various sources of news and how to successfully write from them. The students are given press releases to practice newswriting. Eventually, they practice writing a complete newscast under deadline.
In week seven we re-cap the workshop and introduce the students to long-form, and documentary-style features. We also teach the students how to use the WFUV’s state-of-the-art field-recording equipment, including professional-caliber flash recorders and RE-50 microphones.

Workshop students are encouraged to sign up for regular shifts in WFUV’s newsroom to shadow veteran students and contribute as much as they can.

The WFUV Internship

WFUV does not have an internship program like other media outlets. Instead, students who complete WFUV’s news workshop enter an “internship phase” – normally one semester of shift work in the newsroom. They continue to shadow veteran students on the desk and get edits and feedback from WFUV’s news professionals. Interns contribute story ideas and take responsibility for completing deadline assignments that broadcast during WFUV’s local newscasts. After demonstrating a commitment to WFUV’s newsroom, interns qualify for paid employment at the station.

WFUV Employment

Through a partnership with Fordham University’s work study program and the station’s own significant financial commitment, WFUV employs about 70 students stationwide – about fifteen of them in the newsroom each semester. They are paid for hourly shifts as newscasters, reporters and producers. While many college work study programs offer short shift work for students in administrative and support roles, WFUV’s student employees are encouraged to dedicate at least two full-day shifts a week to the station. This allows students to work as true media professional, whether it’s covering an entire drive time newscast shift or traveling with the New York City mayor’s press corp.

The WFUV Contract

WFUV is committed to training students in how to become media professionals. In return, the station asks that students make a serious commitment to WFUV. To that end, students are asked to sign the following “News Contract.” The document drives home the message that WFUV is rare and professional opportunity for college students; and it clearly spells out the expectations the station has of them.

By signing on as a paid employee in the WFUV Newsroom, I agree to the following:

  1. To provide at least two weeks notice for any time off. I agree to work my normal shift on holidays, university breaks, midterm and finals weeks, unless I request the day off well in advance. I will show up on time for my shifts and stay for the duration. I will call the newsroom if an emergency prevents me from arriving on time.
  2. To prevent campus activities, internships and other jobs from interfering with my shifts in the WFUV newsroom. I will make WFUV my primary job and schedule any other activities around my newsroom shifts.
  3. To take responsibility for all station equipment. I will not bring food or drink into the newsroom or any studio areas. I will report all equipment problems to the News Director or Assistant News Director immediately. I will honor all rules set by the engineering department regarding use of the equipment (e.g. do not download programs or photos on any station computers without permission).
  4. To pay for any field recording equipment I damage, lose, or misplace. I will operate the equipment and treat it exactly how I was taught to do so. I will report all malfunctions immediately. I will keep all equipment in its assigned kit. I will ask permission from the News Director or Assistant News Director before using any kit. Upon my final day of employment, I will turn in the kit; otherwise, I will accrue a fine for each day the equipment is late, and understand that Fordham University Security will be alerted. I understand that the same rules apply for WFUV’s press credentials.
  5. To stay focused and work diligently to complete news assignments, meet deadlines, and develop original stories. I will refrain from socializing, personal web surfing/emails/phone calls, computer games and other distractions during “slow downs” in the newsroom. I will refrain from posting anything in the newsroom unless approved by the News Director or Assistant News Director.
  6. To follow the directives of the News Directors and News Managers. I understand that in addition to the News Directors, the student News Managers have the authority to assign stories, edit copy and assist reporters in all aspects of the newsroom.
  7. To avoid writing extra hours on the timesheet on top of my normal shift hours unless first approved by the News Director or Assistant News Director.
  8. To dress respectably. I understand that business casual or better is a good rule of thumb and will not wear shorts, sweat pants or ripped clothes to work. I understand I may be called upon to cover last-minute news conferences or greet dignitaries at WFUV.
  9. To volunteer 4-hour shifts of active support during WFUV fund drives in the fall and spring. I understand that fund drive weeks are all-hands-on deck operations that require extra hours of all WFUV employees. I will contribute an unpaid 4-hour shift on the phones or otherwise behind the scenes during each drive to help make it a success.
  10. To attend professional development sessions. Because of my responsibility to develop my news skills and the costly nature of these events, I understand that my participation is mandatory, unless I give notice of a scheduling conflict on the day the event is announced to me (usually via email), or an emergency arises. I understand there are no exceptions for last-minute school work, extra-curricular activities, etc.
  11. To craft my class schedule to allow for free blocks of time if I would like to be considered for a News Manager or leadership position in the newsroom. One or two weekdays or free blocks on weekday afternoons are optimal for managing the newsroom, advanced field reporting, and special project assignments.

By signing this contract, I agree to honor all above rules and understand that violating them could result in suspension or dismissal from WFUV News._______________________________________________________________
Print Name
Signature Date


Student work broadcasts all over the WFUV program grid:


More than half of WFUV’s local newscast shifts are reserved for student anchors, including the prime afternoon drive time shift. Veteran students deliver 2-minute newscasts weekdays from 4pm – 6:30pm. Developing newscasters anchor shifts weekdays at Noon, Saturdays at 8am, 1pm and 4pm, and Sundays at 8am, Noon and 8pm.


WFUV sends student reporters into the field daily to gather interviews for newscasts. They carry press credentials from the New York City Police Department, and this grants them access to the same high-profile news events that other media professionals attend. WFUV’s student reporters feed on-location reports or return to the station to produce news wraps with context.

Election Coverage

Students in WFUV’s newsroom shine brightest during election nights. They file live reports from campaign headquarters, interview leading politicians, and package well-researched reports for the following morning’s newscasts. Interns and novice reporters support the field reporting effort by conducting research and offering technical support while live coverage is on the air. This team effort has garnered WFUV News numerous awards in both professional and student media competitions since 2001.

Other Team Projects and Specials

The WFUV newsroom offers a ripe opportunity for its many students to team up on long form projects. In 2006, a team of students initiated and produced a half-hour special called War Stories from the Homefront, which featured stories from local Iraq War veterans. Led by WFUV’s George Bodarky in 2004, a team of students spent an entire night interviewing grave shift workers. The result was an enlightening and award-winning documentary called Working the Night Shift. It was broadcast on some of WFUV’s sister-NPR stations, and it won awards from the New York State Associated Press Broadcasters’ Association, the Radio and Television News Directors Association.
Other award-winning projects that included hands-on contributions from WFUV students include:

Let’s Get Digital – a one-hour documentary about the controversial intersection between music and the internet.
Subculture – a one-hour special exploring quirky underground culture for the New York City Subway’s centennial.

Democracy on the Block – a documentary about unusual democracies in New York City and how they’re functioning a year after 9/11.

National and Foreign Correspondence

WFUV attracts a significant number of globally-minded students who do a semester abroad or participate in global service projects with Fordham University. Those students who carried a microphone with them have produced reports for WFUV about orphans in Calcutta, Guyanese immigration, and post-Katrina New Orleans. Students abroad also have called into WFUV with breaking news, such as a report from Sydney, Australia following the 2002 bombing in Bali.

In 2006, WFUV’s Scott Detrow won a fellowship from Fordham University and used it to travel to South Africa with a radio kit. Detrow created a one-hour documentary about AIDS service providers, and it won the prestigious Robert F. Kennedy Journalism award.

Network Contributions

WFUV student voices and productions have been heard on public radio stations nationwide. They have contributed news reports to National Public Radio, which air on hundreds of affiliates in the U.S. They regularly post work on The Public Radio Exchange ( – a program swapping resource that allows public radio stations to review and download standout radio productions. PRX has been a conduit for student work to air on dozens of leading U.S. radio stations, including WNYC-New York and KQED, San Francisco.