Two weekly papers in Boston’s exurbs are being shut down by Gannett, their corporate owner. The Hudson Sun and the Marlborough Enterprise have ceased publication, according to the Community Advocate.
The towns will continue to be covered by the MetroWest Daily News, which is also a Gannett publication. The Advocate appears to be a decent source of news for the two communities; its offerings include a Marlborough/Hudson newsletter.
Advocate managing editor Dakota Antelman includes an interesting historical overview of newspapers in Marlborough and Hudson, and notes that reporters for the two communities were moved to the MetroWest Daily News offices in Framingham back in 1995, long before GateHouse Media/Gannett came on the scene.
The Gannett newspaper chain, like nearly all publishers, is staking its future on reader revenue. Which raises a question: What is the company prepared to do to make that happen?
In its most recent quarterly report, the country’s largest newspaper chain said that its total number of digital subscribers is now 1.2 million — an increase of 37% over the previous year, but not especially impressive for a company that owns about 250 daily papers, including USA Today, and hundreds more weeklies. Gannett CEO Mike Reed said he’s aiming for 10 million in five years.
At least the subscription total is heading in the right direction. Overall, the company lost $142 million, largely due to pandemic-related declines in print and digital advertising.
The focus on digital subscriptions isn’t smart so much as it is the only option available. Newspaper advertising has been tanking for years as ad spending has moved to Craigslist, Google and Facebook. National papers and a few big regionals, including The Boston Globe, have succeeded in making the shift to reader revenue. But if Gannett wants to emulate them, it’s going to have to overcome its reluctance to invest in journalism and technology.
For years, Gannett and the chain that essentially took it over, GateHouse Media, have been decimating their newsrooms in order to squeeze out enough revenues to keep their creditors at bay. (Reed claims a recently completed loan restructuring should help.) As I’ve written before, our local Gannett weekly, serving a city of nearly 60,000 people, hasn’t had a full-time staff reporter since the pre-pandemic days of late 2019. Yet it is also the only print paper I subscribe to because reading it online is such a dismal experience.
Lately I’ve noticed an increase in stories from something called “the USA Today Network,” which is to say they’re not local. Some are from one or two towns over. Some are from afar. They are nothing but space-fillers.
Gannett announced several other moves as well, including a paywall for USA Today, sports betting and even an attempt to sell non-fungible tokens (NFTs). I’ve been trying to grasp exactly what that last means, but I’m still confused even after reading this New York Times story.
Gannett owns nearly all of the community papers in Eastern Massachusetts and environs, and in very few cases are they meeting the information needs of their communities. If the company is determined to offer a better product, with more local coverage and a better user experience, then it will deserve to sell more digital subscriptions.
But I can’t imagine that the chain will be able to build its digital subscriber base significantly with what it’s offering now.
As Love Live Local points out, the Cape’s legacy newspapers are now owned by Gannett, which, along with its predecessor company, GateHouse Media, has cut them repeatedly over the years. If residents really want to be informed about what’s going on in their communities, they need to seek out independent sources of news.
So what is Love Live Local? Here is what the About page says:
When Love Live Local started in 2013, how it would evolve was a bit of an unknown. The intention was to highlight positive stories, Cape Cod happenings and connect local businesses with customers and supporters. As the founders began to appreciate not only how important small business was to the region, but also how much they were struggling, the messaging evolved, and they began to advocate much more strongly on behalf of small, local businesses — the backbone of this community.
Locally owned media and other types of businesses are all part of the same ecosystem that makes for a vibrant community. It’s good to see that there’s an organization on the Cape dedicated to helping them thrive.
I don’t suppose this is the beginning of a trend, but it’s great news nevertheless: The Inquirer and Mirror of Nantucket has been sold to local owners.
According to an announcement on the weekly paper’s website, Gannett (the part that’s formerly GateHouse Media) has agreed to sell the paper to a group put together by editor and publisher Marianne Stanton and a local businessman named David Worth.
“I think it’s pretty cool that two Nantucketers, both descendants of the early settlers, could work together to pull this off,” said Stanton. I think it’s pretty cool, too.
No sooner did I tweet about this than I learned that Gannett had also sold The Pine Bluff Commercial to the Arkansas Democrat-Gazette, which is itself independently owned. So maybe it is a trend. Or a mini-trend.
Gannett essentially gave the Pine Bluff, Arkansas, paper @pbcommercial to the owner of the Arkansas Democrat-Gazette a few weeks ago.
Among those of us who follow the business of local news, there is a tendency to lump the two most notorious corporate chain owners together. Gannett Co. and Alden Globe Capital, after all, are both notorious for slashing their newsrooms to the bone. Their newspapers and websites in too many instances fail to meet the information needs of the communities they purportedly serve.
Yet there is a difference. And I was reminded of that difference recently by Rick Edmonds, who analyzes the media business for the Poynter Institute.
After a decade’s worth of cuts, Gannett is planning to bolster its reporting corps in the near future, Gannett chief executive Mike Reed told Edmonds — although he didn’t provide any numbers. Currently, Gannett employs about 5,000 journalists at its properties, which include USA Today, about 260 regional dailies and many other weekly papers and websites, including dozens in Greater Boston.
“We need to get even better,” Reed was quoted as saying. Well, OK. I would replace “even” with “a lot.” Still, such talk would be unimaginable at Alden Global Capital, whose MediaNews Group chain of about 200 papers has sparked newsroom revolts as well as demands from 21 U.S. senators that the company stop its “reckless acquisition and destruction of newspapers,” according to a recent story by Sarah Ellison in The Washington Post.
The difference between how Gannett and MediaNews are perceived may have something to do with their ownership structures.
The current Gannett is the result of a merger late last year between Gannett and GateHouse Media. Despite keeping the Gannett name, it was clearly GateHouse that got the better of the deal: Reed was the chief executive at GateHouse before assuming the same position at Gannett. The new Gannett immediately embarked on an estimated $400 million in cuts in order to pay down the debt it had taken on in financing the merger, according to the media-business analyst (and newly minted entrepreneur) Ken Doctor at Nieman Lab.
Gannett is a publicly traded corporation, which means that Reed’s ultimate goal is long-term growth and sustainability — albeit with as little journalism as the company can get away with. Reed hopes to do that by leveraging Gannett’s media holdings with digital marketing subsidiaries the company owns as well as an events business, which is obviously on hold during the COVID pandemic.
If everything works out over time, it is possible to imagine Gannett’s local news outlets staffing up and providing better, more comprehensive coverage than they have in recent years. As good as what would be offered by independent newspapers and websites? Almost certainly not. But any improvements would be welcome.
Alden Global Capital, on the other hand, is a hedge fund. And as best as anyone can tell, the company has no strategy for MediaNews Group beyond extracting as much money as it can for as long as it can. Its Massachusetts papers, the Boston Herald, The Sun of Lowell and the Enterprise & Sentinel of Fitchburg, operate on a shoestring. The Fitchburg office was closed several years ago. The Herald’s office in Braintree was recently shut down as well, although it’s unclear whether that was a temporary, COVID-related move or something permanent.
In Ellison’s Washington Post article, Alden managing director Heath Freeman tried to portray himself as a savior of journalism. “I would love our team to be remembered as the team that saved the newspaper business,” he was quoted as saying. Ellison, though, ran through a list of MediaNews papers across the country that have been so gutted that they have virtually no one to cover the news.
“Don’t buy the idea that Alden is trying to save newspapers. I don’t think any idiot would buy that,” said Dean Singleton, the owner of an earlier iteration of MediaNews Group whose own reputation as a cost-cutter looks benign by today’s standards. Freeman’s retort: “We’ve saved the very newspapers that Dean Singleton ran into bankruptcy, so take his recriminations with a grain of salt.”
Stop me if you’ve heard me say this before, but quality local news can be a key to reviving civic engagement, which in turn could help us overcome the hyperpolarization that defines our culture nationally. According to a recent survey by Gallup and the Knight Foundation, 70% of Americans believe the news media play a “critical” (30%) or “very important” (42%) role “in making residents feel connected to their local community.”
“While national press was perceived by residents of all political backgrounds as distant, privileged, and dismissive of local culture,” she wrote, “it was not uncommon for residents to have first- or secondhand interactions with local reporters. So while participants could identify shortcomings, there was a base-level familiarity and trust.”
Those interactions are important — but they are becoming increasingly rare at the local news organizations being run by Gannett and MediaNews Group. At least there’s some reason to hope that the situation might improve at Gannett. As for MediaNews, a former reporter for the chain, Julie Reynolds, put it this way in The Nation several years ago: “Don’t just blame the Internet for journalism’s decline. Old-fashioned capitalist greed also strangles newspapers.”
Last fall I asked the lone full-time reporter for the Medford Transcript if he would take part in the mayoral debate I was helping to organize for the Medford Chamber of Commerce. He told me that he would have liked to, but that he couldn’t because he’d be covering it. A reasonable answer, although it also spoke to the Transcript’s lack of resources.
Not long after, he left the paper. The debate was covered by a part-time stringer. And today, more than a year and a half later, that full-time position still hasn’t been filled.
The Transcript does assign stringers to cover a few stories. They do a good job, and nothing I write here should be taken as denigrating their work. But in a city of nearly 58,000 people, we have enough news for a staff of two full-time reporters. Or four. Even when we had one, the young journalists who filled that position managed to write some important stories before moving on to bigger and better jobs. Zero, though, is just untenable.
Today Medford is very close to being a news desert, joining hundreds if not thousands of communities across the country that have so little coverage that they lack the reliable news and information they need to participate in local affairs in a meaningful way. Instead, we rely on Facebook, Nextdoor, Patch (which does have a little bit of original reporting), email lists, messages from the mayor, texts from the police department and reports by citizens who have the time and the inclination to sit through public meetings on Zoom and write them up. (Update: Since publishing this essay, I’ve learned about a free paper called the Medford News Weekly. Despite its name, there’s a lot of Somerville news in it, and the content is mostly press releases. Still, it’s worth keeping an eye on.)
As a longtime journalist and academic who studies the business of news, I want to share some thoughts on what might be done to solve the problem. Over the past few years, I’ve had several conversations with people in Medford about how to fill the gap created by the hollowing-out of our local newspaper. But solving the problem is a daunting task and, frankly, those conversations didn’t lead anywhere. First, though, a bit on how we got here.Continue reading “Together, we can do something about local news coverage in Medford”→
How much support do newspapers owned by cost-cutting corporate chains deserve? It’s a dilemma. On the one hand, the people who live in communities served by those papers need reliable news and information. On the other hand, subsidizing them with money and resources could be considered a reward for bad behavior.
Last week Report for America, or RFA, announced that it would send 225 journalists to news organizations in 46 states and Puerto Rico during 2020-’21. With local news in crisis even before the COVID-19 pandemic, it was a welcome piece of good news. Most of the organizations that will host these young journalists are either independent or part of small chains, and they include a sizable number of public broadcasters, nonprofit start-ups, the Associated Press and the like. Locally, The Bay State Banner will be getting a reporter.
But in looking over the list, I also noticed a substantial number of newspapers that are part of corporate chains. By my count, 15 papers are part of McClatchy, which recently declared bankruptcy after staggering under unsupportable debt for many years. Twelve are part of Gannett, recently merged with GateHouse Media; both chains are notorious for slashing their newsrooms, and not just since COVID-19 reared its head. One reporter is even going to Cleveland.com, the website of The Plain Dealer and the scene of a recent union-busting effort on the part of Advance Publications.
As I said, it’s a dilemma. If you attempt to punish chain owners for squeezing out revenues at the expense of newsroom jobs, you wind up hurting communities.
I contacted Report for America co-founders Steven Waldman, who serves as RFA’s president, and Charles Sennott, who’s the chief executive officer and editor of The GroundTruth Project, of which RFA is a part. Their answers have been lightly edited. First Waldman:
My general answer is: Yes, half of our placements are in nonprofit, and others are in locally owned commercial entities. But we do indeed have some placements in newspapers that are owned by chains. Our primary standard is: Will this help the community? So we have on occasion accepted applications from newspapers with the problems you mentioned if we were convinced that they would use the reporter to better serve their readers. If we can be a positive force in helping those newspapers tip more in the direction of great journalism, we view that as a real positive step…. [Ellipses Waldman’s.] In effect, we’re creating hybrid nonprofit/for-profit models that provide even better local journalismBy the way, we have always had newspapers like that in the program, as part of the mix. That’s not new.
One of the stronger papers in our original Report for America class of 2018 was the Lexington Herald-Leader, a McClatchy paper in Kentucky. They pitched us on reopening the Pikeville Bureau in the heart of coal country in Eastern Kentucky, a bureau they had been forced to close 10 years earlier. They felt they were not serving well the community there. We placed RFA corps member Will Wright there and he became one of our true stars, breaking a story on a water crisis in which tens of thousands of residents did not have access to clean drinking water. His reporting turned a spotlight on this issue and helped the community force the county officials to repair the work and restore the access to clean drinking water. I went to Pikeville to work alongside Will Wright on this story and saw his incredible impact in that community with my own eyes. That is what we care about, serving the communities in these under-covered corners of America. And that’s why we have always been proud of our work with the Lexington Herald and why we did not rule out McClatchy as a place for us to look for RFA host newsroom partnerships, even if it is a chain that is going through hard economic times.
We did an enterprise project with Will Wright and two other reporters in rural Appalachia. Here is a link to the project, which was also featured on GroundTruth, as home of RFA:
Also, we got news today of a full-page ad was taken out by Republicans and Democrats thanking McClatchy for its service to Kentucky.
And adding a poetic new chapter to the story, Will Wright has been accepted by The New York Times for its very competitive fellowship. And no, we are not leaving them high and dry. In this new class, we will have three journalists (two reporters and one photographer) at the Lexington Herald.
Sending an RFA journalist to a Gannett paper isn’t going to lead directly to a layoff. More public-accountability coverage is in everyone’s interests. And the chains, unfortunately, have a monopoly in many parts of the country, so it’s not like RFA could send someone to another news organization in that community.
Overall, I think RFA is doing the right thing — even if it makes me a bit queasy.
The already-barebones Gannett newspaper chain has announced massive COVID-19-related cost reductions through June, according to a memo to the staff from Maribel Perez Wadsworth, president of news and publisher of USA Today.
Employees making more than $38,000 will be furloughed for five days during each of the three months. Wadsworth says she will take a 25% pay cut, although I don’t know what she’s making now.
Wadsworth’s portfolio includes Gannett’s local newspapers and websites, including the former GateHouse properties in Eastern Massachusetts, Rhode Island and New Hampshire. Here is a list. The memo, which I obtained from a trusted source, was accompanied by an FAQ, which you can read here. The full text of her email is as follows:
Let me first acknowledge all the incredible work you’ve done in the face of this pandemic that is, without a doubt, also taking a toll on your personal lives. Our strong audience and subscriber response this month show how much people rely on our news and information to make key, critical decisions that impact themselves and their loved ones.
As you’ve seen the havoc wreaked on our nation’s and the world’s economy, so too, is the uncertainty around the coronavirus outbreak increasing financial pressure on our own company. As businesses close and live events cancel across the globe for the next few months, we are seeing many advertisers and sponsors reducing or even eliminating their marketing spend. With the current pressures and so much uncertainty, it’s difficult to chart our next steps for more than the next few months.
To meet this unprecedented challenge, we are instituting a series of immediate cost reductions, including a furlough program in April, May and June across our division.
We do not take this action lightly; we know furloughs cause hardship. All of Gannett’s divisions are approaching this challenge differently, but after careful consideration of other options, we felt this was the best approach for our team.
Importantly, we will not furlough employees who earn less than $38,000 annually, and different policies will apply to a few teams whose business was impacted more severely by recent events. We are asking union representatives for their support of the furloughs as well. Senior leaders whose absence would put our integration timeline and key business operations at risk have agreed to a pay cut in lieu of a furlough (but equal to the amount each month). I will be taking a 25 percent reduction in salary during the quarter.
Furloughs will be for five business days each month of the second quarter. Exempt employees must schedule each furlough for the full business week, while non-exempt employees can be scheduled by the week or in full-day increments. Managers will approve furlough schedules to balance business needs during this time.
Your supervisor will be sharing more specifics and working with you to schedule your furlough as soon as possible. The attached FAQ should also help answer many of the questions you might have. You will see an invite from me momentarily for an Ask Me Anything session this afternoon at 2 p.m. Eastern. Please join if you can, and please submit any questions in advance to xxx.
We will get through this unprecedented challenge together. We will emerge stronger. We will continue to do important, impactful, essential journalism to serve our readers and communities. I am deeply grateful to each of you.
The devolution of Tucker Carlson. The MIT Media Lab’s entanglement with career sex criminal Jeffrey Epstein. The ever-present threat to free speech. And, above all, the ongoing corporate-fueled crisis afflicting local news.
These are the themes that emerged in my most-read commentaries for WGBH News from the past year. We live in difficult times, and my list might provoke pessimism. But given that four of my top 10 are about the meltdown of local news, I’m at least somewhat optimistic. People really care about this stuff. And that’s the first step toward coming up with possible solutions. So let’s get to it.
10. Whatever happened to Tucker Carlson?(March 12). When Fox News talking head Tucker Carlson began his journalistic career in the mid-1990s, he built a reputation as a smart, unconventional conservative, a stylish writer and (as I can attest) a charming lunch companion. Today he is a racist, sexist hate-monger and a full-throated apologist for President Trump. What happened? Although I can’t read Carlson’s mind, it would appear that he values fame and fortune over principle. In that sense, Carlson is a metaphor for nearly the entire conservative movement, with the few conservatives of conscience having been exiled to #NeverTrump irrelevance.
9. Corporate newspaper chains’ race to the bottom (Jan. 16). One year ago, the cost-slashing newspaper chain Gannett was fighting off a possible takeover by Digital First Media (now MediaNews Group), owned by the hedge fund Alden Global Capital and generally regarded as the worst of the worst. Gannett avoided that grim fate. But by the end of the year, Gannett had merged with another bottom-feeder, GateHouse Media. The first order of business: Cutting another $400 million or so from papers that had already been hollowed out, including titles that serve more than 100 cities and towns in Eastern Massachusetts and Rhode Island.
8. The move from no-profit to nonprofit journalism (May 15). A brief period of hope greeted Paul Huntsman after he bought The Salt Lake Tribune in 2016. Instead, the cutting continued, as Huntsman discovered that 21st-century newspaper economics were more of a challenge than he’d imagined. Then, last spring, he announced that he would seek to reorganize the Tribune as a nonprofit entity. Several months later, the IRS approved his application. Nonprofit ownership is not a panacea — the Tribune still must take in more money than it spends. But by removing the pressure for quarterly profits and keeping the chains at bay, Huntsman might point the way for other beleaguered newspaper owners.
7. Fact-checking and the dangers of false equivalence (Sept. 18). We have never had a president who spews falsehoods like President Trump. Much of what he says can be chalked up to old-fashioned lying; some of it consists of conspiracy theories from the fever swamps of the far right that he might actually believe. Fact-checkers at The Washington Post, CNN, PolitiFact and other news organizations have diligently kept track, with the Post reporting several weeks ago that Trump had made more than 15,000 “false or misleading claims” during his presidency. Yet the media all too often remain obsessed with balance in this most unbalanced of times. And thus Democratic presidential candidates, including Bernie Sanders and Joe Biden, are inevitably held to a higher standard, being branded as liars for what are merely rhetorical excesses or even disputed facts.
6. Yes, millennials are paying attention to the news (July 24). Millennials are often, and wrongly, caricatured as self-absorbed and caring about little other than where their next slice of avocado toast is coming from. It’s not true. A study by the Knight Foundation, which surveyed 1,600 young adults, “shows that 88 percent of people ages 18-34 access news at least weekly, including 53 percent who do so every day.” The findings matched what I’ve seen in many years of teaching journalism students: they’re dubious about the news as a curated package, but they’re well-informed, highly quality-conscious and not wedded to the notion of loyalty to specific news brands. Can we put them in charge now, please?
5. Stop letting Trump take up residence inside your head(Jan. 2). I kicked off 2019 with a list of five ideas for de-Trumpifying your life. Unfortunately, the president’s bizarre, hateful rants and policies can’t be ignored completely — but surely we can save our outrage for his truly important outbursts. Looking back, I think my best piece of advice was to pay more attention to non-Trump news, especially at the local level. We live in communities, and making them work better is a great antidote to our dysfunctional president.
4. Post-Jeffrey Epstein, some questions for the MIT Media Lab (Sept. 11). Joi Ito, a celebrated star in the media world, was forced to resign as director of the MIT Media Lab after his modified limited hangout about his financial entanglements with serial rapist Jeffrey Epstein, who committed suicide while in jail, turned out to be far more extensive than he had originally admitted. That, in turn, brought the Media Lab itself under scrutiny. In the post-Ito, post-Epstein era, questions remained about exactly how dependent the lab had become on Epstein’s money — and whether it was really producing valuable work or if some of it was smoke and mirrors aimed at impressing its mega-wealthy funders.
3. Don’t blame the internet for the decline of local journalism(Nov. 27). Following yet another round on academic Twitter arguing that we need new forms of journalism in response to the damage that the internet had done to local news, I was mad as hell and couldn’t take it anymore. Yes, technology has done tremendous harm to the business model that traditionally paid for the news. But equally to blame is the rise of chain ownership intent on bleeding newspapers dry before discarding them and moving on. From Woburn, Massachusetts, to New Haven, Connecticut, independent local news organizations are thriving despite the very real economic pressures created by the rise of Craigslist, Google and Facebook. Local news isn’t dying — it’s being murdered by corporate greed.
2. Calling out New England’s enemies of free expression (July 2). Since 1998, I’ve been writing an annual Fourth of July round-up of outrages against the First Amendment called the New England Muzzle Awards. For many years, the Muzzles were hosted by the late, great Boston Phoenix. Since 2013, they’ve made their home at WGBH News. The 2019 list included school officials in Vermont who tried to silence the high school newspaper (and lost) and a police chief in Connecticut whose officers arrested a journalist during a Black Lives Matter protest to prevent her from doing her job. And don’t miss the 2019 Campus Muzzles, by Harvey Silverglate, Monika Greco and Nathan McGuire, which focus on free-speech issues on college campuses.
1. GateHouse decimates its already-decimated newspapers (June 5). As I noted above, the Gannett newspaper chain managed to fend off the depredations of Alden Global Capital. But Alden, Gannett and GateHouse Media danced around each other all year. In the spring, GateHouse, already known for taking a bonesaw to its newspapers, eliminated about 170 positions at its papers nationwide and merged 50 of its smaller weeklies in Greater Boston into 18, a surefire way to undermine customer loyalty to the local paper. “We remain positive about the future for local media but certainly acknowledge that the business model for community news is under pressure,” GateHouse CEO Kirk Davis told me. But by year’s end, GateHouse had merged with Gannett, Davis was gone — and the cutting continued.
So what will 2020 bring? Call me crazy, but I think we’re going to see some good news on the local-journalism front. As for what will happen nationally, I think I can safely predict that the political press will continue to focus on polls and campaign-trail controversies at the expense of substance, continuing a trend documented recently by my colleagues Aleszu Bajak, John Wihbey and me at Northeastern University’s School of Journalism.
Finally, my thanks to WGBH News for the privilege of having this platform and to you for reading. Best wishes to everyone for a great 2020.
I posted this on Twitter and Facebook on Thursday, but it seems significant enough that I ought to share it here as well. Kirk Davis, chief executive officer at GateHouse Media and number two to Mike Reed in the GateHouse-New Media combo, is leaving just as the company is merging with Gannett.
I’ve known Davis for a very long time, having interviewed him for The Boston Phoenix in the 1990s when he and Mary Jo Meisner were running Community Newspaper Co. for Fidelity. CNC, which comprised more than 100 newspapers in Eastern Massachusetts, was later sold to then-Boston Herald publisher Pat Purcell, who in turn sold out to GateHouse.
Earlier this week, Chris Faraone wrote for Boston magazine about a familiar subject: the brutal cuts in news coverage and staff at GateHouse papers in Greater Boston. It’s not going to get any better now that the company has merged with Gannett.
Although Davis’ departure is being portrayed as his decision, it’s worth noting that Don Seiffert wrote in the Boston Business Journal back in August that Davis “may not have a role at the new, combined company.” Still, it wouldn’t surprise me if Davis decided he’d had enough.
On Thursday a source sent me a memo that Reed sent to GateHouse staff members announcing Davis’ departure. I present it here in full:
TO: GateHouse Media employees
FROM: Mike Reed
RE: Kirk Davis
Date: October 31, 2019
I am writing to inform you that Kirk has shared with me that he intends to leave New Media upon the close of the Gannett acquisition. I know this decision did not come easily for him; his commitment to our company and each of you is unmatched. I have worked very closely with Kirk for the past 13 years and not only have we become great business partners, but also great friends.
I want to personally offer my deepest appreciation and respect for Kirk’s work and leadership over the years. From our roots as a small collection of local newspapers, we’ve become one of the largest publishers of locally-based media in the United States. We are nationally recognized for our growth in digital marketing services and local and national events and most importantly, celebrated for our multi-platform, local journalism. Kirk’s leadership, building and guiding a high performing organization, has led to our opportunity with Gannett. I know without doubt that Kirk will be incredibly successful in his next endeavor and we wish him all the best in that effort. I know Kirk will want to share some thoughts with you before he departs. And, we will provide channels for staff to acknowledge and commemorate Kirk’s service to GateHouse.
Please join me in thanking Kirk for his many contributions to us and our company and wishing him all the best on his next adventure.