Results matching “anonymous sourc 1”

Former Gannett reporter and editor Jim Hopkins and is asking Gannett employees to provide information about the job cuts of hundreds of staff via the Gannett blog, according to Poynter.

Even though Internet-based media is gaining in popularity in Jordan, experts have said that the country's current legislative system may not be capable of regulate this new content. There is a growing demand for citizen news, and "traditional" news may become even less popular despite accuracy and accountability worries, writes The Jordan Times.

Helium is an online company that describes itself as, "the online spot to learn what you need to know and share what you know." It combines citizen journalism with peer rating in order to provide a plethora of articles on just about any topic.

Helium brings together a system of news and information combined with a place to submit articles. It even has a "marketplace" where publishers can post topics for people to write about - sort of like a publishers à la carte classified space.

It is a place for readers to find articles that interest them, writers to write about topics that they know and understand, publishers to find articles and non-profits to voice their issues.

It is a unique system of sharing content, ideas and knowledge. It will be interesting to see what the future holds for Helium, if the current system will hold up and retain its credibility.

The Editors Weblog interviewed Peter Newton, the VP of business development at Helium.com to get a better idea of how the site works and what their goals are for the future. Newton has worked at Monster.com and The Boston Globe where he was the vice president of advertising.

EW: What is your selection process for articles and writers?

PN: Helium represents the first true meritocracy in the publishing industry. Helium welcomes anyone and everyone to join its community of writers.

We don't select writers; they naturally come to the site and write to areas in which they have an interest (in many cases, a passion) in sharing their knowledge or opinion. Once members join, their work is evaluated by other members though our peer-review rating system.  In essence, Helium brings order to the chaos of user generated content. Its patented peer review rating engine elevates the best quality articles.

After a writer submits an article, he/she is presented with two anonymous articles in the same topic area to rate in an "A versus B" comparison. Through the wisdom of the crowds, the best articles rise to the top, resulting in a rank-ordered list for every topic.

The end result is that the best writers are promoted, recognized and rewarded for their work.

New titles are introduced onto the Helium site through members, partners and directly by Helium staff.

EW: Where do you draw the line between journalist and citizen journalist?  What about between citizen journalist and blogger?

PN: Citizen Journalism is a very awkward term. Quality journalism demands its participants to be objective, ethical and methodical. Research, fact checking and skillful interviewing techniques are critical to the art. It's not obvious that what we are starting to call citizen journalism possesses any of these traits. I'm certain that the Columbia School of Journalism doesn't teach that the art of being a world class journalist is to be in the right place at the right time. Citizen Journalism seems to be migrating to each individual's "15 minutes of fame" and further and further away from journalism. It might be fun to watch - but so were the lions and Christians in the Roman Coliseum.

With that said, Helium is not really concerned with categorizing or labeling different types of writers.  We have created a platform for people to express themselves in writing across a wide variety of topics in a civilized and substantive way, and then have the community sort for quality.

Helium is a site for writers that fills a unique role in the publishing industry. In doing so, we are representing a new classification of online writers.

Our community of members includes professional writers, freelancers, subject matter experts, students and the expert next-door.

We are not attempting to replace investigative journalism or time sensitive reporting. Instead, Helium attracts and produces individuals who have the skill and insight on specific topics that they wish to share with others.

EW: Do you feel that the status of being an "expert" or a "professional journalist" is becoming less important?

PN: No, there will always be a need for professional journalists, especially in covering breaking news or conducting investigative journalism, and Helium is definitely not out to undermine established journalists or copywriters.

Instead, we are trying to expand the ranks of paid writers to include part-time talent that otherwise would be sitting fallow.

Our media solutions product offers newspapers a way for them to supplement what remains of their editorial staff, but is in effect driving down their content-creation costs. We are merely tapping into the notion of "social publishing," in which publishers ask their readership to contribute content.

EW: Do you apply any regulations for topics? style? content? etc...

PN: Yes, Helium has established regulations for topics, style, and acceptable content.

Beyond providing clarity to our members, the community is self moderating. Every new article submitted to Helium is rated by other members. The best content rises to the top. Our members often message each other with advice as to how to improve articles and items that don't fit the standards of the site are removed.

EW: Do you see a shift towards more citizen journalism in news reporting? Both online and print?  How will this affect the future of professional freelancers? Is it going to put a dent in the freelance market?

PN: When you say "news reporting", let's be clear that our focus is not breaking news or conducting investigative journalism.  With that said, there is a growing paradigm shift in content creation; publishers are increasingly sourcing content, not writers. As for how this will impact freelancers no one can say for sure but one thing is for sure-there will always be demand for quality writing.

EW: Can a person make a living from putting material on Helium the same way a freelance gains income?

PN: The short answer is no.  But with that said, there are thousands of Helium members who earn from $40-$100 each month, which is much more than chump change. In fact, some of Helium's highest earning members have made more than $3,000. It really depends on how much members use the site.

Earlier this month, Helium announced upfront payments for all new articles being written by starred writers on Helium.com. This change to Helium's Terms of Service is a move to reward the site's highest quality writers and to promote quality content at Helium.com.  In addition, the company's popular Marketplace product - used by publishers looking for top-notch content for their publications - now offers special access to the site's best writers. The move will improve content for Helium's publishing partners and help ensure that the site's best writers will be seen by those publishers.  

Many web 2.0 companies offer opportunity for incremental income. With these changes at Helium, highly-rated writers will have an opportunity to earn larger sums for sharing their expertise with the Helium community.

"Helium has grown by leaps and bounds these last two years; it has earned the respect of people and writers around the world," said Petra Newman, a 3-star writer on Helium.com "With the sky falling on our economy, Helium has again found a "pièce de résistance" for people who already have a passion for writing. Increasing the earnings for well-written articles is a win-win situation for both Helium and writers."

EW: What newspapers or websites do you work with?    

PN: Currently Helium is working with GateHouse Media's State Journal-Register(SJ-R) in Springfield, Ill. SJ-R recently begun using Helium's "Media Solutions" product to source writers for its op ed section-there are currently over 700 additional papers in the active funnel.

We also provide content for a wide a variety of other newspapers, magazines, online-only sites, etc.

EW: What about your competition? Who are they?

PN: As a producer of content and as a publisher of content, we compete with thousands of companies, yet in most ways, we have no competition.

That said, we really don't see anyone that directly competes with us, in terms of delivering a scalable solution to engage a community to produce high quality content.  

EW: Where do you see yourself in relation to news organizations such as the AP or the New York Times?

PN: The New York Times is the New York Times. Helium is not attempting to create a competitor to breaking news.  

EW: Where does a site like Helium envision itself in the future? How do you grow / expand ?

PN: Helium is rapidly building the world's largest community of writers. We plan to grow and expand the business in a number of ways over the next five years:

• Become the partner of choice to the publishing, non profit and broadcast industries for generating quality content at a low cost, while helping engage their audience in the process.

• Become the content source for any entity needing quality content.

• Expand internationally; international business represents 60% additional market opportunity

• Create a community of micro publishers

Following on from Part 1 of our interview with the Editor-in-Chief of the Christian Science Monitor, John Yemma - where we looked at why the CSM is pursing a digital future and how it prepared its readership base - we now look at what is happening inside the CSM itself. Yemma and his team are restructuring the newsroom, its mindset and the technology powering it. This is the cutting edge of news distribution, and Yemma talks us through how it is preparing itself for uncharted territory.

Restructuring the newsroom - rebuilding the engine

The next big step for this revolutionary new "newspaper" model was in the newsroom itself. How does a traditional daily newspaper restructure its newsroom team to prepare itself for the uncharted digital waters ahead? Yemma is overwhelming positive about undertaking the task of remodelling the newsroom, saying, "We essentially get to sit here and take our car engine apart and put it back together. It was an automobile engine that was built for the print world and now we get to take it apart and rebuild it for the web-first world. That is a tremendously exciting prospect because that means instead of having to serve the print master, which has its own production schedule and arbitrary deadline, we free ourselves, and we are therefore able to be much more immediate and relevant online."

Currently the CSM has one staff orientated to producing the print CSM and a small online staff who repurpose the print content for the online edition. Yemma tells the Weblog that the team is organising itself into a "three pronged operation" with a common editorial model - under the editor, managing editor and includes the national, international and photo editors, and foreign and domestic correspondents, made up of about 70 to 80 people - feeding two smaller divisions. These two smaller divisions are the weekly print desk and the website desk, in each case they will have a small production staff. This differentiation between the magazine and the web is vital, "as print has its own needs to produce a good and valuable product" so it needs a minimal but dedicated staff. In the same way, the web has to have a focused staff to keep the site running and up to date. Yemma reports they will have about 10 people each devoted to the web and weekly. For the weekly this involves a team that will build a coherent weekly magazine - working on articles that will need to have a longer shelf life - and the overall look and feel. Similarly the website staffers will have a dedicated team of technical producers who will work on the entry page to optimise it for web traffic.

Yemma says that it has not been necessary to radically change the shape and layout of the newsroom to push through this change as the common editorial pool will be driving content and this remain largely intact. There will likely be some moving of desks to put the weekly staff together and so forth, but nothing radically different.

New technology to aid the change - democratising the web

The CSM is introducing new content management systems to facilitate this move, a print CMS and a new web CMS. This new system will allow the common editorial pool to directly feed both operations and allow the editorial staff to have much more influence over the website. CSM are using K4 CMS for the print edition and is currently closing the deal for a new CMS for the web edition. The new web system according to Yemma will, "democratises the whole operation of the web so non-technical assignment editors with the common editorial pool can update the website directly." Therefore, the majority of the content will feed from the editorial pool but the focused web team will work on the homepage itself.

Retraining for the digital future

This new business model will not only result in a rebuilding of the newsroom, but a rebuilding of staffers. The CSM has already trained its team for multi-media publications and now it is undertaking a programme for its new future. The team are being trained for the new CMS platforms; however, the new system does not require extensive training, as it is a very user-friendly system. CSM is continually training staffers for the web, as "the future is the web. Everybody knows that."  On the weekly, the assignment editors will have to rethink content to make it move "evergreen" and thus hold up for much longer on the shop shelf, and the content will have to be prepared multiple weeks in advance. The CSM is an analytical newspaper so it is already somewhat prepared for this new style of content, but Yemma says, "it is more rethinking than retraining, a magazine mindset is different to a daily mindset."

Managing staffers through uncertain times

It is exciting times at the CSM, but how do you manage staff through these uncertain times. Yemma says, "Be as open as possible about what you are doing. While things are still being developed and you don't want staff to prematurely publicise, you must be careful about you say, as anything you say in a newsroom can get outside of the newsroom. In fact, I would be disappointed if it didn't; being good gossips is part of their job. I would sometimes say things like "If theoretically we were going to have a weekly and no more daily....", the team would laugh, but I can't really say it as I do not want it to show up on a blog or something. I also tried to give them all the information. I tell you, it is much easier to remember your story when you are honest than when you make things up!"

Yemma reports that he worked with the University of Southern California and the Knight Media Digital Centre, and they performed an anonymous survey of staff. As a result, the staff were able to freely express their opinions about the changes without fear of it damaging their career. The team at USC and Knight compiled all the results and gave this to management, so they could see exactly how their staff were feeling. Yemma reports that the feedback was, "appropriately sceptical, but not overly. Again, I would be disappointed in journalists if they weren't sceptical. I would not expect everyone to be completely on board, but they appear to be largely on board."

Yemma says that that the combination of the town hall meetings, sitting down and talking with the different departments, and the anonymous survey are all necessary when managing a team through change.

Staff sackings

Yemma admits that, like many US newspapers, the CSM will be forced to let staff go. Yemma expects to reduce staffing levels by between 10% and 15%, which translates to 10 to 15 people.

Yemma told the Weblog that the staff cuts will take place in summer of next year and the time between now and then Yemma is publicising these staff cuts to the team so that hopefully levels may be reduced organically with people naturally looking for other jobs on hearing this news. Yemma admits that this will only get them part of the way there with the economy being what it is currently. Yemma is also working closely with the Human Resources department and they plan to offer a redundancy package, outplacement assistance and counselling.

The future

Looking at the radical change that the CSM is pursuing, one cannot help but feel that this type of radical restructuring is exactly the type of thinking what will pull the news industry out of its current slump. The media needs newspapers like the CSM to pursue these new strategies, as the industry has evolved very little in the past 100 years and it needs to start taking some radical risks to ready itself for a radically different future. Whether this model will prove successful, time and the market will only tell; but it is undoubtedly a brave and exciting undertaking.
 

Under new laws introduced by the Federal Government in Australia, journalists and whistleblowers will have "increased protection from prosecution."

Changes to the Evidence act mean that journalists will no longer be forced to reveal their sources in court, even if they have broken a law in providing the information, according to EJC.

According to several sources, the Commonwealth Press Union will cease to exist as of December 31, 2008.

An internal memo from the October 15 meeting stated:

"It was unanimously agreed by the Executive Committee of the Commonwealth Press Union that the CPU Secretariat in London would cease operation on 31 December 2008.  

"It was unanimously agreed that the name, mission and future work of the organisation would be handed over to the Commonwealth Press Training & Education Trust (CPTET) together with any funds, to continue this work as deemed appropriate by the Trustees."

According to Editor & Publisher, several dailies in the Northeast have been discussing a content-sharing deal in place of their AP agreements. The deal will include the sharing of stories and photos.  

According to EP, the papers included in the deal are New York's Daily News, Newsday, The Buffalo News, the Times-Union, and the Star Ledger.  

Investor's Business Daily is a national business newspaper that has been published since 1984 by investor and entrepreneur William O'Neil.  The paper has more than 150,000 subscribers and won a Pulitzer Prize last year for editorial cartoons.

However, according to The Big Money in an article titled, America's Strangest Newspaper, it is "the biggest newspaper no one has ever heard of."

O'Neil founded the paper because he wanted to publish a paper that presented his personal investment philosophy on stock picking. 

In the latest stage of reinvigorating the Wall Street Journal brand, its online edition - WSJ.com - has undergone a huge makeover, relaunching on Tuesday.

The parent company, Rupert Murdoch's News Corp., appears determined to put its mark on its latest acquisition; the President of the Wall Street Journal Digital Network, Gordon McLeod, reportedly said that the investment into the website revamp is a "big financial commitment."

The Editors Weblog spoke with the Deputy Editor of the Wall Street Journal, Alan Murray, about the shake up occurring at the newspaper. Murray was bullish about the changes, saying, "The new owners have made it clear that they no longer want people to look at the Wall Street Journal as a second read. It should be their primary read, it should suit all their information needs. We want it to be the ultimate news source for our engaged, affluent and educated readers."

Murray went on to speak about the redesign of WSJ.com, the recent changes in newsroom layout and management, and the ambitious plans for the future of the Wall Street Journal brand. He made it clear that, "(The website relaunch) is not a finishing point. This is the launching pad." 

Murray was particularly excited about the relaunch occuring at the same time as the Lehman Brothers story breaking, saying "We are delighted that the biggest financial news story since 1929 happens to coincide with the launch of our revamped site!"

"Newsreel" revolutionizes site navigation
For the new, sleek look of WSJ.com, News Corp's primary design motivation was to take advantage of users who "come in through the side door". Individual article pages mostly found through search engines, have been equipped with multiple navigation tools, to keep readers on the WSJ site.

Arguably the most interesting navigation feature is "Newsreel", essentially a news ticker placed at the top of the article. As the reader browses an article page, Newsreel scrolls through the days most important stories from the section the user is in. For example, if a user is in the business section, the Newsreel displays the top business stories of the day.    

In addition to the new layout and navigation functions, the Journal's newsroom is upping its content production to help keep readers on the site. The redesign also aims to be more colourful with more photos and includes an enhanced video player, an increasingly prevalent aspect of all news websites. Further features are set to roll out over the coming months. 

Social network for the business community
Perhaps most important for the WSJ's new owners is maintaining WSJ.com's impressive online subscription base, which has reached over 1 million paying members. Apart from increasing content, News Corp hopes to hold on to these subscribers with exclusive features such as WSJ Community, a social network for WSJ subscribers.

The key feature of this new social networking tool is that members must use their real names, which is aimed at cutting out any random, anonymous comments or useless noise found on other Internet news sites. Murray believes the quality of the site's subscriber base will create "a higher quality conversation". He acknowledges WSJ.com will not achieve the numbers of a chat on Yahoo Finance but, "we think the usefulness and quality is going to be key". The Journal is considering opening up the Community to non-subscribers in the future, who, just like subscribers, would only be able to join and interact with their real name.

WSJ.com has been the world's most successful subscription newssite for years and its membership keeps growing. According to Murray, online subscriptions have increased 26% in the past two years. And the number of unique user is skyrocketing too: "By our numbers, we now have 17 million visitors to WSJ.com" - 8 million more than two years ago - "and in September it is going to be even bigger than that. Therefore, Murray doesn't see any conflict in bringing more people in and letting them sample WSJ content.


Integrated Newsroom

Murray revealed that the Wall Street Journal is not only undergoing a radical change on its website, but is also changing in its newsroom, "The relaunch coincides with a complete integration and reorganisation of the reporting and editing staff."

Managing Editor, Robert Thomson, has spearheaded the integration programme, which has brought together the online and print staff. Last week, Thomson debuted a news hub in the newsroom where the senior editors from print, online, Dow Jones Newswires and MarketWatch all sit together and co-ordinate the coverage throughout the day.

The morning news meeting has been "totally turned upside down," according to Murray. It now begins with a report from the online team, then from Dow Jones Newswires, then MarketWatch and, only after discussing the coverage for real-time news, do they look at coverage for the day's paper.

The substantial Dow Jones Newswire team is also being moved to make the integration process physical, with the whole team being brought across the river to sit alongside their New York print colleagues. This move will happen, "sometime next Spring" Murray said.

The Wall Street Journal team has been undergoing training to prepare for the integration process. Murray reported, "A simple example is headlines. You have to write a different kind of headline in the online world and in the print world. We will continue to do that kind of training."

The future of the Wall Street Journal

The Editors Weblog asked if this process was the beginning of a long term-reinvigoration process for the Wall Street Journal brand, Murray said: "You bet! We have very ambitious plans for international, we have very ambitious plans for premium products on top of this online platform and we have a whole schedule of online innovations that we are planning over the course of the next 18 months. This is just the beginning"

"Look for us forming closer links with all the social networks because we are not trying to compete with social networks, we want to make it as easy as possible for our users to share our content over social networks and to bring their friends and connection into our community"

Murray also added that News Corp is confident about the future of print, stating, "The Wall Street Journal under its new management is investing in both print and online, so I would say we are very optimistic about the future of newspapers. We may be the only people who are optimistic! We are dedicated to delivering our news on all platforms"

Source: Wall Street Journal, Dow Jones Newswires, MarketWatch, paidcontent.org

See also:

US: Murdoch on the future of newspapers
US: Wall Street Journal to launch new website on Tuesday
Wall Street Journal unveils magazine supplement, WSJ
US: Wall Street Journal launches new mobile application
Murdoch: Newspapers willing to invest in new forms of delivery will prosper