Maya McFadden of the New Haven Independent interviews Victor Joshua, founder of the youth basketball program Respect Hoops. Photo (cc) 2021 by Dan Kennedy.
I’ll be part of a panel tomorrow discussing job opportunities for new and recent journalism graduates. My role will be to talk about opportunities at the rising generation of local and regional news startups. I am not quite sure what to tell them, but more than anything I want them to know that they need to be resourceful.
About a dozen years ago, Thomas MacMillan told me how he got hired at the New Haven Independent, one of the original nonprofit digital-only local news sites. He was working at a non-journalism job and started doing some interning. He asked the editor, Paul Bass, how he could turn that into a staff job, and Bass’ unconventional answer was that MacMillan should write a grant to fund his position. MacMillan did it, got hired and, in my 2013 book, “The Wired City,” talked about the rewards.
“It’s really fun for me to feel like we’re on a rising star rather than a sinking ship,” MacMillan said. “There’s just something exciting about feeling like you’re working on the new paradigm, where you can experiment and try different things and people will occasionally take notice of what you’re doing.”
What I will tell students is that jobs at these startups are few and far between, but if you can land one, they come with great mentoring and, in some cases, surprisingly good pay. From my conversations with people, I’ve found that nonprofit boards and independent operators take their obligation to provide a living wage and benefits seriously. At the very least, journalists at these organizations are often making more than they would at a chain-owned newspaper.
Students can’t just expect jobs to open up, because that doesn’t happen all that often. Identify two, three or five that you’d like to work at. Get in touch and stay in touch. Cover some news for them — not for free, of course, but in most cases they’re not going to hire someone they don’t have a prior relationship with.
For a long time I’ve heard an alternative explanation for why newspaper advertising collapsed over the past 15 years. The argument goes something like this: Yes, Craigslist, Google and Facebook offered a better deal and took most of the ads that used to belong to newspapers. But newspapers themselves were to blame, too. Ad salespeople had become so accustomed to sitting at their desks and taking the orders that came pouring in that they actually had no experience or incentive to get out and sell. The tech platforms were going to have a devastating effect on them in any case, but it was worse than it needed to be, so this argument goes, because they couldn’t shake themselves out of the lethargy that came with many years of enjoying a monopoly or, at worst, a duopoly.
Which is why there’s some reason to be at least a little bit hopeful about the latest moves by a large media company that is hiring on both the business and editorial sides. At a time when many news organizations are in the midst of laying people off (CNN, The Washington Post, the Los Angeles Times) or shutting down (The Messenger), one media mega-corporation that is a household name is taking the opposite approach.
Would you believe it if I told you that the company is Gannett? The chain, which controls about 200 daily papers, anchored by USA Today, is rightly known for hollowing out newsrooms and using the savings to pay down debt and enrich their owners and top executives. These days, though, they are talking about trying something different.
Recently Mike Blinder of Editor & Publisher had two top Gannett executives on his podcast, “E&P Reports” — the chief content officer, Kristin Roberts, and Jason Taylor, the chief sales officer. After years of cutting at Gannett and the chain that it merged with several years ago, GateHouse Media, Gannett is now in expansion mode. Taylor said that Gannett has hired about two dozen local general managers since last August, with plans to hire more. These are the folks who are in charge of selling advertising, and they say it’s paying off with new accounts and with the return of some old accounts that left years ago.
Meanwhile, Roberts said that Gannett has hired 500 journalists since June of last year, with more to come in the months ahead. These are reporters, editors and visual journalists who, she said, will “bring strength back to local newsrooms, so that they can do the job of strengthening their local communities.” And yes, she mentioned the reporters that Gannett hired to cover Taylor Swift and Beyoncé, so make of that what you will.
Now, of course we should be skeptical. Axios has reported that the combined company eliminated fully half of its 21,000 employees after the 2019 merger, and the destruction it has wreaked in the communities it supposedly serves has been deep. I would love to hear from Media Nation readers whether they’ve seen any improvement in their Gannett paper’s coverage of local news in recent months.
The situation is especially dire in Eastern Massachusetts, where Gannett has closed and merged dozens of weekly papers and replaced local news stories with regional content from around the chain. Weeklies were at the heart of GateHouse, but the new Gannett doesn’t seem to have any interest in weeklies. If improvement is going to come, I suspect, it’s going to be at the dailies.
It’s also fair to be skeptical about whether the current upsurge is sustainable. Roberts and Taylor were recruited at a moment when the executives at the very top of Gannett decided to see if a little expansion might bring in more money than round after round of cuts. If it works, great. If it doesn’t, well, we know that the cutting will resume. Gannett remains heavily burdened by the debt it took on when it merged with GateHouse, which led the new Gannett to cut half its workforce.
The hiring that’s taking place now doesn’t come close to making up for what has been lost. But if they succeed, perhaps the hiring will continue.
• Blinder has been on a roll with his podcast. His latest features Steven Waldman, the president of Rebuild Local News, and Jeff Jarvis, a journalist, author and the retiring director of the Tow-Knight Center for Entrepreneurial Journalism at City University of New York. The discussion was billed as debate over whether legacy media is worth saving or if instead it’s time to let them go. They agreed more than I thought they would, though they diverged when the discussion turned to government assistance and efforts to force Google and Facebook to compensate news organizations. It’s well worth a listen.
The media business analyst Alan Mutter once memorably asserted that newspapers’ “Original Sin” dates back to the mid 1990s, when they started giving away their journalism for free on the internet. Margot Susca, though, argues that the real fall from grace came roughly a decade later, when Fortress Investment Group paid $530 million to acquire Liberty Group Publishing, renaming it GateHouse Media. That transaction marked the beginning of the private equity era in journalism, an era defined by hollowed-out newsrooms and ghost newspapers that lack the resources to provide the communities they purportedly serve with the news and information they need.
Susca, an assistant professor of journalism at American University, tells the sad story of how private equity wiped out vast swaths of the newspaper business in “Hedged: How Private Investment Funds Helped Destroy American Newspapers and Undermine Democracy.”
The Buell Public Media Center in Denver, home of The Colorado Sun. Photo (cc) 2021 by Dan Kennedy.
Is there a silver lining hiding somewhere inside the rise of newspaper ownership by private equity? Brant Houston says yes. In a recent essay for the Gateway Journalism Review, Houston argues that what he calls the “Alden effect” has provided a significant boost to startup news projects as communities fight back against the destruction of their legacy newspapers. Alden is a reference to Alden Global Capital, a hedge fund that owns two newspaper chains, MediaNews Group and Tribune Publishing, which between them control about 100 papers. Houston writes:
Alden Global is a call to arms for the creation or expansion of alternative, and often nonprofit newsrooms. A call to arms that should have been sounded years ago.
Call it the Alden effect.
Alden’s brazen and brutal harvesting of a disrupted and distressed news industry has made clear the long death spiral of newspapers and legacy media. And it has made clear how a new business model for journalism (usually a nonprofit model or a public benefit corporation) is needed and how independent digital newsrooms need to form deeper alliances.
Houston is the Knight Chair in Investigative Reporting at the University of Illinois. He talked about his new book, “Changing Models for Journalism,” in an appearance last June on the “What Works” podcast. And a personal note: He was my first editor at The Daily Times Chronicle of Woburn, Massachusetts, way back in 1979.
In his Gateway article, Houston traces such Alden-driven moves as a closer relationship between two existing nonprofits, Voice of San Diego and inewsource, in response to Alden’s acquisition of The San Diego Union-Tribune; the merger of WBEZ and the Chicago Sun-Times following Alden’s takeover of the Chicago Tribune; the founding of The Colorado Sun by 10 Denver Post journalists who’d had enough of Alden’s cuts; and the wealthy hotel magnate Stewart Bainum’s decision to found a high-profile nonprofit, The Baltimore Banner, after he lost out to Alden in a bid to purchase Tribune Publishing, whose holdings include The Baltimore Sun.
Ellen Clegg and I encountered the Alden effect over and over in our reporting for our book, “What Works in Community News.” We might call it the “Alden and Gannett effect,” since we also examined communities whose newspapers had been shredded by Gannett, our largest newspaper chain with about 200 papers. In addition to Denver, the projects we write about that have their origins in cuts by Alden and Gannett include:
Memphis, Tennessee, where nonprofits such as MLK50 and the Daily Memphian are filling some of the gaps created by cuts at Gannett’s Commercial Appeal.
The Bedford Citizen, a small nonprofit in the Boston suburbs launched about a dozen years ago as Gannett’s predecessor company, GateHouse Media, hacked away at the local weekly and ultimately closed it.
Mendocino County, California, where two refugees from Alden papers started a digital site called The Mendocino Voice.
Santa Cruz, California, where two former employees of Alden’s Santa Cruz Sentinel founded a nonprofit called Santa Cruz Local and where a larger for-profit, Lookout Santa Cruz, is operating as well.
Starting a news project is grindingly hard work, and Ellen and I came away with enormous respect for the news entrepreneurs we interviewed. It would be easier if legacy newspapers had remained in the hands of local interests. But, as Houston argues, the rise of Alden, Gannett and other chain owners has provided a jolt to efforts aimed at reviving community-based journalism.
The release of a new report by Penelope Muse Abernathy on the state of local news is always a big deal. For 15 years now, she’s been tracking the extent of the crisis, and has done more than anyone to popularize the phrase “news deserts,” which describes communities without a source of reliable news and information. This week Abernathy, now at Northwestern University’s Medill School, issued “The State of Local News 2023.” It’s a downbeat report, although there are a few bright spots. Here’s a key finding:
The data and insights collected and analyzed in this 2023 report on The State of Local News paint the picture of a country and society increasingly divided between the journalism-have’s — mostly residents in more affluent cities and suburban areas where alternative news sources are gaining traction — and the journalism have-not’s, those in economically struggling and traditionally underserved metro, suburban and rural communities. This partitioning of our citizenry poses a far-reaching crisis for our democracy as it simultaneously struggles with political polarization, a lack of civic engagement and the proliferation of misinformation and information online.
Before I continue, a disclosure: Abernathy, who’s been a guest on our “What Works” podcast about the future of local news, was kind enough to provide a pre-publication endorsement of the book that Ellen Clegg and I have written, “What Works in Community News,” which comes out in January.
Abernathy’s principal collaborator on the new report is Sarah Stonbely, director of Medill’s State of Local News Project, who I interviewed in 2022 when she was at the Center for Cooperative Media, part of Montclair State University in New Jersey.
If you’d like a good summary of Abernathy and Stonbely’s report, I recommend Sarah Fischer’s overview in Axios, which leads with the prediction that the U.S. will have lost one third of its newspapers by the end of 2024.
The cleavage between affluent urban and suburban areas and less affluent urban and rural areas is one of the major challenges Abernathy and Stonbely identify, and it’s definitely something that Ellen and I noticed in our reporting for “What Works in Community News.” I recall asking folks at the start-up Colorado Sun why they were trying to stretch their resources to cover stories across the state rather than focusing on Denver. The answer: the Denver metro area was already fairly well served despite massive cuts at The Denver Post, owned by the hedge fund Alden Global Capital. By contrast, there was very little news coverage in the more rural parts of the state.
As Abernathy and Stonbely put it: “The footprint for alternative local news outlets — approximately 550 digital-only sites, 720 ethnic media organizations and 215 public broadcasting stations — remains very small and centered around metro areas.” Indeed, this chart tells a rather harrowing tale. As you can see, people who live in news deserts are considerably less affluent and less educated than the national average.
The report also includes a section called “Bright Spots in the Local News Landscape.” Although the interactive map is a little hard to navigate, I can see that several projects that Ellen and I profile in “What Works in Community News” are included, such as NJ Spotlight News, the Star Tribune of Minneapolis, The Texas Tribune, The Colorado Sun and the Daily Memphian.
The report also highlights The Boston Globe as one of its good-news stories, observing that, under the ownership of John and Linda Henry, the paper has thrived on the strength of its digital subscriptions. In a sidebar, Tom Brown, the Globe’s vice president of consumer analytics, tells Abernathy that digital growth continues, although at a slower rate than during the COVID pandemic. Retention is down slightly, too. “We are nonetheless still seeing overall strong retention,” Brown says, “and we are investing in several areas of the business with the goal of engaging subscribers more and, in particular, our new subscribers.”
Editor Nancy Barnes adds that though the Globe is ramping up its coverage of the Greater Boston area as well as in Rhode Island and New Hampshire, it can’t fill the gap created by the gutting and closure of local weekly papers at the hands of Gannett, the giant newspaper chain that until recently dominated coverage of the Boston suburbs and exurbs.
“Having returned to Boston after many years away, I have been stunned by the decimation of local newspapers across Massachusetts and New England,” Barnes says. “However, our coverage strategy is not tied to specific Gatehouse newspaper communities [a reference to Gannett’s predecessor company]. We cover greater Boston in depth, but we don’t have the bandwidth to be the local news source for everyone.”
This week’s Medill report is the first of a multi-part series. Future chapters will be released over the next few weeks and into January.
Former headquarters of the Telegram & Gazette. Photo (cc) 2011 by Daderot.
With a population just north of 200,000, Worcester is the second largest city in New England; surrounding Worcester County is home to more than four times that number of residents. Yet the 157-year-old Telegram & Gazette, the daily newspaper of record in Central Massachusetts, has lost most of its paid readership under the ownership of Gannett, the country’s largest newspaper chain.
According to Statements of Ownership that the T&G filed with the U.S. Postal Service on Oct. 1, average weekday paid circulation of the print edition stands at 8,698. The paper also reported an average of 4,133 paid electronic copies for a total paid average weekday circulation of 12,831. On Sundays, the numbers are 12,403 for print, 4,054 for electronic, and 16,457 for total paid average circulation. And as I pointed out the other day, digital circulation is reported using guidelines from the Alliance for Audited Media, which are somewhat inflated since AAN allows for some double-counting of print and digital.
Ten years ago, the T&G enjoyed paid circulation (print plus digital) of 74,000 on weekdays and 78,000 on Sundays, according to a story published just after then-new owner John Henry visited the paper’s offices, which means that circulation is down about 80% over the past decade. The aftermath of that meeting proved to be contentious, with T&G folks coming away from it believing that Henry — who acquired the paper as part of his purchase of The Boston Globe — had promised not to sell unless he could find a local buyer.
“It’s good to hear John Henry is focused on finding the right owner for the newspaper,” T&G publisher Bruce Gaultney was quoted as saying after meeting with Henry.
Henry later told me that he believed he’d promised only that he wouldn’t sell to GateHouse Media chain, which was notorious for laying off journalists and slashing coverage. Henry ended up selling to a Florida chain, which in turned handed it off to GateHouse, now Gannett. And Gannett has gutted the T&G, as it has so many of its properties.
Worcester is not a news desert. It has a number of other outlets, including the Worcester Business Journal, MassLive, the fledgling nonprofit Worcester Guardian, a GBH News bureau and several smaller outlets, including a lively aggregation service called The016. The once-mighty Telegram & Gazette, though, is barely a shadow of its former self.
Patrick Soon-Shiong. Photo (cc) 2014 by NHS Confederation.
Patrick Soon-Shiong, the wealthy surgeon who owns the Los Angeles Times, has delivered yet another daily newspaper into the greedy hands of the hedge fund Alden Global Capital. Soon-Shiong announced Monday that he’d sell The San Diego Union-Tribune to Alden’s MediaNews Group. By my count, the Union-Tribune becomes the 10th paper that Soon-Shiong has helped turn over to Alden. As Sara Fischer and Andrew Keatts report for Axios, the new owners immediately announced cuts to the newsroom.
When Soon-Shiong bought the LA Times in 2018, the Union-Tribune was thrown in as part of the deal. Soon-Shiong was hailed by optimistic media observers as someone who, like Jeff Bezos at The Washington Post and John Henry at The Boston Globe, would provide his papers with the runway they needed to become self-sustaining enterprises.
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It’s been a mixed bag. Soon-Shiong’s main interest has been the LA Times, but he’s gone back and forth between investing and cutting. By no means has the Times been hollowed out as if it had been owned by, oh, let’s just say Alden Global Capital. But he’s run a lean ship, with the Times announcing just a few days ago that the recent sale of its press meant that game stories, box scores and standings would be eliminated from its print edition, according to Andrew Bucholtz of Awful Announcing.
Selling off the San Diego paper to one of the worst possible buyers is reminiscent of John Henry’s decision to sell the Telegram & Gazette of Worcester to a Florida chain back in 2014. As I recount in my book “The Return of the Moguls,” folks at the T&G thought Henry had promised not to sell unless a local buyer could be found; Henry told me his only promise had been not to sell to GateHouse Media. In any case, GateHouse managed to acquire the T&G within months and immediately began hollowing it out. GateHouse later morphed into Gannett, the country’s largest newspaper chain with about 200 dailies, which is notorious for its cost-cutting.
Alden Global Capital’s two newspaper chains, MediaNews Group and Tribune Publishing, make it the second largest owner with about 100 dailies. Alden is often described as the worst newspaper owner in the country, denounced as “vulture capitalists” who slash news coverage and sell off real estate in an attempt to squeeze out as much revenue as possible. Locally, Alden owns the Boston Herald, The Sun of Lowell and the Sentinel & Enterprise of Fitchburg.
Soon-Shiong was perhaps the central player in Alden’s acquisition of Tribune Publishing. Whereas MediaNews Group comprises mainly smaller papers, plus a few large dailies such as The Denver Post, Tribune owns eight of the largest, most iconic papers in the country, including the Chicago Tribune, The Baltimore Sun, the Orlando Sentinel and, closer to home, the Hartford Courant.
In the spring of 2021, Tribune, then comprising nine papers, was up for grabs, as it had been many times before. Stewart Bainum, a Baltimore hotel magnate, was attempting to buy the chain and sell off some of its properties to what he hoped would be public-spirited local owners. His main interest was in saving the Sun. Also bidding for the papers Alden. The hedge fund actually offered less money than Bainum, but its offer was reportedly less complicated as well.
The Tribune board ended up voting to sell the papers to Alden — a move that could have been halted by just one board member. Soon-Shiong, who was on the board, abstained, and he did so in a way that mean his vote essentially counted as a yes. As The Washington Post reported at the time, Soon-Shiong submitted his ballot without having checked the “abstain” box; if he had, his vote would have been counted as a “no.”
Bainum went on to found the nonprofit Baltimore Banner. Tribune, meanwhile, spun off one of its most prominent papers, the Daily News of New York, which remains part of the Alden empire as a separately owned entity.
So what’s next for The San Diego Union-Tribune? Nothing good, you can be sure. Voice of San Diego, a nonprofit news site, headlined its story “LA’s Richest Man Sells Union-Tribune to Feared ‘Chop Shop.’” Will Huntsberry and Scott Lewis interviewed the news-business analyst Ken Doctor, who predicted that San Diego will not be rid of Alden anytime soon.
“People get confused because these people are cut-throat capitalists,” Doctor told them. “But their papers are making money and they’re holding onto them for the time being.”
As you may have heard, union journalists at many Gannett newspapers staged a one-day strike Monday to protest chair Michael Reed’s brutal leadership style, which has resulted in devastating cuts and a sliding stock price even as he’s pulled down more than $11 million in compensation over the past two years.
I’ll get back to that. But first I want to discuss a less publicized development. Over the past several weeks, Gannett has made a couple of personnel moves aimed at — wait for it — reinvigorating local coverage at the country’s largest newspaper chain.
On May 19 came word that Michael Anastasi, vice president of The Tennessean of Nashville and editor of USA Today’s South Region, was being promoted to the newly created position of vice president of local, part of what the company is calling “a new nationwide Gannett effort to transform the growth trajectory for hundreds of local newspapers.”
In an article announcing the move, Anastasi was quoted as saying, “I can’t wait to help accelerate our transformation as I work with the thousands of local Gannett journalists across the country.” He’ll report to Kristin Roberts, Gannett’s chief content officer, who stated, “We are going to save local journalism, and we’re going to do it by working together with absolutely clear eyes about the challenge and tremendous speed toward the solution.”
Anastasi’s promotion is part of what Gannett is calling Project Breakthrough, which “focuses on key growth areas to increase nationwide audience, including opinion columns, newsletters, service journalism, breaking news and audience engagement.”
Imtiaz Patel. Photo via LinkedIn.
Less than two weeks later came word that Imtiaz Patel, chief executive officer of The Baltimore Banner, will leave July 7 in order to become a top executive at Gannett. According to the Banner’s story on that departure, Gannett has not yet announced what Patel’s new position will be. But it’s remarkable that the head of one of the most respected nonprofit digital news organizations in the country would jump onto what is widely regarded as a sinking ship.
Now, there were family considerations involved in Patel’s move. He told the staff that a change in his wife’s job made it impossible for her to move from New York City to Baltimore, as she had planned. Still, Patel has won nothing but plaudits for his management of the Banner, and presumably he could have written his own ticket. (Interesting wrinkle: former Boston Globe editor Brian McGrory, now chair of Boston University’s journalism department, will help lead the transition as the outlet searches for a new CEO.)
“I’m tremendously proud of what we have achieved to bring locally owned, not-for-profit news to Baltimore,” said Patel, who’ll remain on the Banner’s board of directors. Under his leadership, the news organization signed up about 70,000 paid subscribers.
For all of Gannett’s cuts, which have had a devastating effect on newsrooms as well as the communities they serve, the company has always had a story to tell about how brighter days are just around the corner. Back before the merger with GateHouse Media, GateHouse folks used to talk about developing revenues from ancillary businesses such as services and events in order to support their journalism. Not much ever came of that. More recently, Gannett has embraced sports betting and even NFTs — again, without an discernable positive impact on the bottom line. (Are NFTs even still a thing?)
All of this came to a head Monday, when hundreds of journalists went on strike at Gannett’s dailies, which employ about 1,000 union members in 50 newsrooms. The job action coincided with Gannett’s annual shareholder meeting, Angela Fu reports for Poynter Online.
Most of the strikes are one-day work stoppages and involve journalists at some of Gannett’s largest newsrooms: the Rochester Democrat and Chronicle, the Austin American-Statesman and The Palm Beach Post. Workers at The Arizona Republic and The Desert Sun will stage multi-day strikes, and journalists at The Indianapolis Star are withholding their bylines in lieu of a work stoppage.
The NewsGuild-CWA had hoped to persuade shareholders to vote against Reed’s continued tenure as chair. Not surprisingly, according to Katie Robertson of The New York Times, that effort fell short.
So now we’ll get to see how the latest story Gannett is telling itself plays out. Anastasi and Patel are serious news leaders, and it seems unlikely they would have agreed to accept their new roles without promises of money, resources and time. And yet — really? Gannett is not going to bring back all the weekly newspapers that it closed in Massachusetts, or restore the local journalism it eliminated in favor of regional coverage. It’s almost certainly not going to repopulate daily papers like The Californian of Salinas, now operating with zero staff reporters.
It would be easier to read the tea leaves if Reed and his associates simply continued pillaging the company. The Anastasi and Patel moves suggest that they’ve got something else in mind. It will bear watching to find out exactly what that looks like.
Correction: Updated to fix Kristin Roberts’ name. That’s two this week. I’ll try to slow down and read more carefully.
Now, here’s an interesting idea. The Batavian, a for-profit digital news outlet located in Genesee County, in western New York, has begun charging readers who want to see stories as soon as they’re posted. Others have to wait four hours.
In a press release posted by the trade publication Editor & Publisher, Howard Owens, who has led The Batavian since its founding nearly 15 years ago, explained that the website has begun charging $8 a month, or $80 a year, for subscribers who don’t want to put up with the four-hour delay. He calls it an “Early Access Pass,” and he writes:
I’m not aware of any other news publication using a similar reader-revenue model. For 15 years, our news site has been supported by more than 150 locally owned businesses, and we had an obligation to our fellow small business owners to ensure The Batavian remains the first stop in our community for local news. A paywall like many newspaper sites erect would kill site traffic, but with this model, we anticipate our program will keep our market-dominating traffic numbers high.
In a post at The Batavian, Owens says that the Early Access Pass is off to a fast start. He quotes one couple who told him: “We believe that being connected to local news is important for a healthy community. Knowing what’s happening in our own backyards helps raise awareness of events that we can have an effect on. We appreciate having an unbiased news source, and that is still free for our neighbors who may frequently face difficult financial choices.”
The Batavian has been an innovative project since its founding, and I reported on it for my 2013 book “The Wired City.” Owens launched the site as a pilot project for GateHouse Media in 2008, when he was the chain’s head of digital publishing. After GateHouse eliminated his position the following year, he took The Batavian with him and has been at it ever since. (GateHouse, as you know, merged with Gannett in 2019 and took its name.)
You’ll be able to hear Owens talk about The Batavian on an upcoming episode of the “What Works” podcast.
Boston Globe columnist Brian McGrory wrote Wednesday that he’d heard from Gannett chair and chief executive Mike Reed after his recent piece detailing the devastating cuts that the country’s largest newspaper chain had endured. Reed told McGrory that the worst was over and that happy days were almost here again. McGrory wrote:
“My full intention is to do more journalism, not less,” Reed said. “We’re so close to that inflection point that the major cuts are behind us.” Moments later, for emphasis: “The cuts are behind us.”
Is that a commitment, Mike?
He hesitated. I swear I could hear the loud warning beeps from a truck backing up. “What I’m saying is we’re near the end of the process on the reduction side,” he replied. Then this: “I wouldn’t say that I don’t know there’ll be one more cut.” And finally: “We’re in the ninth inning of the game.”
It sounded so familiar. I’ve written about Gannett and its predecessor company, GateHouse Media, many, many times over the years. For instance, after I wrote for GBH News in June 2019 that GateHouse seemed to be imploding, Reed contacted me to push back. He wouldn’t put any of our phone conversation on the record, but he didn’t need to. Because it’s been the same old song for a very long time.
How long? Let’s go back to August 2008, when GateHouse’s stock price was taking such a pounding that it could not longer be traded on the floor of the New York Stock Exchange. In a conference call with investors, according to the Rochester Business Journal, Reed was full of assurances that the worst was over. “Our results, while below our estimates, are holding up quite well, and our capital assets put us in a position of strength going forward,” he said. And: “We believe our assets will continue to produce strong cash flows and when the economic cycle improves we are positioned in our small markets to grow.”
If that’s not enough déjà vu for you, consider that, around the same time, the website 24/7 Wall St. named Reed “The Most Overpaid CEO Of The Day,” noting that he was being paid a salary of $500,000 to preside over a company whose stock price was down 90%. As readers of Media Nation know, Reed was just getting started. He received $7.7 million in total compensation in 2021, and was rewarded with another $3.4 million in 2022. Meanwhile, Gannett newspapers are being shut down and journalists laid off by the score.
In October 2008, I wrote a piece for CommonWealth magazine about GateHouse’s operations in Eastern Massachusetts — around 100 community newspapers, mostly weeklies, that it had acquired from Boston Herald owner Pat Purcell, who had in turn purchased them from Fidelity Capital a few years earlier. The theme of the day, inevitably, was newsroom cuts. But Kirk Davis, then the president and publisher of GateHouse Media New England, was, to invoke an old cliché, cautiously optimistic:
“We feel that community newspapers have a very viable future and, juxtaposed against the trend overall, are performing very well,” says Davis, arguing that small, community newspapers have a competitive advantage over major metros because their locally focused content is not available elsewhere. “I believe in it, and I believe it’s going to stay strong.”
Five years later, the company sought Chapter 11 bankruptcy protection so that it could restructure $1.2 billion of the debt it had taken on in assembling its newspaper chain.
The cutting continued after GateHouse emerged from bankruptcy, sometimes slowly, sometimes quickly, but always with the same downward momentum. In late 2019, GateHouse merged with Gannett, a longtime publisher that was also notorious for running its papers on the cheap. The new Gannett was saddled with $1.1 billion in debt, and a lot of that has been financed by cutting the workforce in half, as Axios reported recently. Davis left shortly after the merger, but Reed continues to decimate newsrooms, just as he continues to insist that better days are just around the corner, as he told the trade publication Editor & Publisher last November.
The problem with Gannett, as always, is that better days for Reed never translate to better days for his newspapers, his journalists or the communities they serve. McGrory’s skepticism is warranted.
The media business analyst Alan Mutter once memorably asserted that newspapers’ 
