Tag Archives: GateHouse

GateHouse New England shrinks, prepares for reorg

Photo (cc) 2012 by Dyana. Some rights reserved.

Photo (cc) 2012 by Dyana. Some rights reserved.

Update: I have been told that the new term for “reporter” will be “multimedia journalist.” That’s a perfectly respectable title, so I withdraw the anticipatory snark you’ll find below.

GateHouse Media New England, which owns more than 100 daily and weekly newspapers in Greater Boston and its environs, is shedding about 40 positions through buyouts and layoffs, according to Don Seiffert of the Boston Business Journal.

The full picture is not entirely clear. Seiffert reports that the buyout was offered to GateHouse’s non-union employees. But Ian Donnis of Rhode Island Public Radio recently wrote that employees at GateHouse”s Providence Journal, a union paper, were also offered a buyout.

GateHouse, headquartered in the suburbs of Rochester, New York, owns more than 600 newspapers and other media properties nationwide. Its New England holdings include many dozens of community weeklies, as well as high-profile dailies such as the Journal, the Quincy Patriot Ledger, the MetroWest Daily News of Framingham, the Worcester Telegram & Gazette, and the Cape Cod Times.

GateHouse papers have shrunk so much that concerns have been raised over whether they are going to have to pursue a fundamentally different way of doing things that would involve covering less and less community news. Further cuts could also give rise to more independent local news projects in GateHouse communities, such as the Bedford Citizen and the Worcester Sun, which I wrote about for the Nieman Journal Lab last fall. (Disclosure: I was recently asked to serve as an unpaid adviser to the Sun.)

One thing is for sure: The turmoil hasn’t ended. On Tuesday, Lisa Strattan, who is in charge of GateHouse Media New England’s recently redesigned Wicked Local websites, announced a relaunch that will be unveiled around mid-September. In a memo I obtained, she wrote:

We plan to reorganize into several teams, some serving the whole of Wicked Local and some focused along already established unit lines, to better leverage talent across our entire footprint.

Our centralized teams include a Print Production team, a Special Sections team, a Photo team and a Digital Specialists team. During a later phase of our reorg, we hope to organize our Sports personnel into a Wicked Local Sports team. Our West, Central, North and South units will also divide journalists into teams within each unit, covering given geographic areas.

She added: “Accompanying our reorg will be new job titles (and descriptions!) that better describe the role of a multimedia journalist or editor in 2016. For instance, reporters use a burgeoning bag of tools to create multi-layered multimedia stories. Although ‘reporter’ is tried and true, it’s important to signal our dramatic shift in newsgathering, both to our internal and external audiences.” Let me say that I cannot wait to see what new title GateHouse comes up with for “reporter.” (You can read the full memo here.)

Given that Strattan specifically includes print under her bailiwick, it sounds to me like the papers may be moving away from their traditional community-by-community orientation, with journalists assigned to stories within regions as needed. If that’s what she intends, then I’d be shocked if it doesn’t translate into less local coverage.

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GateHouse Media New England announces buyouts

Who needs journalists?

GateHouse loses its top content and development veep

David Arkin, a top official with GateHouse Media, is leaving the company for a position in Texas. The following is a memo to employees from GateHouse chief executive Kirk Davis.

Dear Colleagues,

It is with very mixed feelings that I write to tell you that David Arkin, our Senior Vice President for Content and Product Development will be leaving GateHouse to become Chief Content Officer for Community Impact, a group of 21 award winning, hyper-local newspapers serving communities in the Austin, Dallas-Fort Worth and Houston markets. The free newspapers have a total circulation of 1.6 million.

I have worked with David for nearly 10 years and watched him develop from a lot of raw talent, to a truly great leader of our news and digital operations. I’m sad to lose that. However, for David, this new role means getting back into community journalism and a lot less travel (and more time with his family, including his three young children). I know he’s excited about that and I’m excited for him.

David has accomplished an enormous amount over the last several years. He launched our Center for News & Design in May of 2014 which today provides editing and design services for 220 GateHouse newspapers and is also home to More Content Now, our niche content business, and Community Content, which processes briefs and events for our papers. Reflecting the quality of its work, the Center has recently begun to take on significant commercial clients.

David used our centralized content services platform to develop innovative programs focused on quality journalism. For example, Pinnacle, our national enterprise reporting mentorship program, continues to produce great work like the recent piece examining the impact of substitute teachers in America.

Finally, David has led the transition of our newsroom culture from print to digital to mobile first. He initiated large-scale programs like reporter-produced video, social media engagement and digital journalism training, and focused our newsrooms on new, organizational structures and the use of digital analytics. And, most recently,

David led the development of the new, Garcia-designed responsive sites that we are currently rolling out.

David has accomplished all this with the support of a terrific team, including Tom Clifford, recently hired as VP of the Center for News and Design. We are confident that this team will continue to do a great job supporting our GateHouse operations. We will begin the process of identifying David’s replacement immediately.

In our discussions about what was a difficult decision, David shared how proud he is of his team and the digital transformation work happening across GateHouse newsrooms today. David also spoke to how much he values the relationships he has developed over the past decade with hundreds of GateHouse journalists.

David’s last day will be July 7th. Please join me in wishing David all the best!

Kirk

GateHouse officials: Quincy bid was not a conflict of interest

Two of GateHouse Media’s top executives have sent a memo to the company’s publishers and editors—marked “CONFIDENTIAL”—arguing that a bid to provide services to the city of Quincy through its Propel Marketing subsidiary would not have represented a conflict of interest for GateHouse’s Quincy-based daily newspaper, the Patriot Ledger. I obtained a copy of the memo last night.

“There was never a plan to ask the newsroom for favorable coverage, reflecting a clear separation of church and state,” says the memo from GateHouse CEO Kirk Davis and senior vice president David Arkin. “Just as a politician can buy an ad and have no expectation for favorable coverage, Propel sells marketing services with absolutely no expectation for involvement by our newsrooms.”

The memo follows a report from Jack Sullivan of CommonWealth Magazine that the city rejected the bid in part because Mayor Thomas Koch “was concerned about ethical conflicts if the owner of the city’s major newspaper went to work promoting the image of the municipality.” The GateHouse bid proposal cited the company’s “expertise” at “delivering measurable results for our partners in traditional media, digital media, and digital services as well as having considerable content generation serving The City of Quincy tourism, news, and business.” (Note: I’m quoted in Sullivan’s article.)

If Davis and Arkin are sincere, then they should make sure bid language such as that used in the Quincy bid proposal is not repeated. It would also help if the Patriot Ledger would follow up on its earlier story about the bid by noting that it has since been rejected.

The full text of Davis and Arkin’s memo follows:

DATE: 04/15/16

FROM: Kirk Davis, CEO of GateHouse and David Arkin, Senior Vice President of Content & Product Development

TO: Publishers and Editors

RE: Propel Marketing Campaign

Coming off the heels of this week’s Editors Conference and the release of our News Transparency guidelines, we wanted to be very clear about an issue in New England this week. The city of Quincy, MA, issued a request for proposal to market the redevelopment of the Quincy Center, a retail area. The RFP specified three primary services in its scope:

  1. Amplify Quincy’s story: Develop and implement a marketing campaign that projects Quincy’s image in print, broadcast, digital and social media
  2. Cultivate Positive Media: Leverage and develop relationships that result in positive media about Quincy development opportunities and current hospitality opportunities
  3. Hospitality Business Development: Cultivate chefs and restauranteurs to locate and invest in Quincy’s downtown.

Propel Marketing (owned by GateHouse Media) and the GateHouse Media New England group responded to only the first of the three services in the RFP scope, amplifying Quincy’s story with a marketing campaign. Propel had no intent of cultivating positive media, nor did they intend to cultivate chefs and restauranteurs, as the former is inappropriate and the latter not their expertise.

Propel Marketing created and submitted a proposal for an advertising and marketing campaign. The proposal included digital marketing services, print ads in local GateHouse newspapers and online display ads on WickedLocal.com.  The proposal did not include any form of native advertising, sponsored content or branded content.  Nor did it include any mention of blogs, blog posts or articles.

The proposal was submitted from GateHouse Media, rather than from Propel Marketing, because it included both Propel services and GateHouse newspaper ads, in print and online.

Neither the Propel sales rep, nor the GateHouse sales rep, had conversations with editorial staff about Quincy Center coverage. There was never a plan to ask the newsroom for favorable coverage, reflecting a clear separation of church and state. Just as a politician can buy an ad and have no expectation for favorable coverage, Propel sells marketing services with absolutely no expectation for involvement by our newsrooms.

We take the independence of our news coverage incredibly seriously and are committed to ensuring that our standards are upheld in every area of our business.

GateHouse creates a dilemma for its Quincy journalists

Quincy City Hall. Photo via Wikipedia.

Quincy City Hall. Photo via Wikipedia.

At CommonWealth Magazine, Jack Sullivan offers a good overview of a massive conflict of interest in Quincy, where GateHouse Media’s marketing subsidiary is bidding for a city contract in the shadow of GateHouse’s Patriot Ledger, headquartered in Quincy.

The GateHouse subsidiary, Propel Marketing, has already done work for Quincy Mayor Thomas Koch.

We’ve already been talking about this at Facebook, so feel free to chime in.

My insta-analysis is that newspaper owners always create conflicts of interest. Washington Post reporters have to cover Amazon, whose founder and chief executive is the Post‘s owner, Jeff Bezos. To extend that a little further, Amazon does business with the CIA, a major beat for the Post. The Boston Globe, owned by John Henry, covers the Red Sox, and Henry is the principal owner. And newspaper publishers have always held roles in the community that journalists shouldn’t, such as chairing the local chamber of commerce.

What matters is whether those conflicts are handled in a way that’s transparent, ethical, and arm’s-length. Given GateHouse’s recent misadventures involving casino mogul Sheldon Adelson and the Las Vegas Review-Journal, I’d say the Quincy situation needs to be watched very closely.

Jay Rosen has been indispensable in understanding the Las Vegas mess. Here’s what I wrote for WGBHNews.org about how one independent Connecticut journalist exposed part of the story. And here’s how the Patriot Ledger itself covered the Quincy story recently. It’s thorough in just the way you’d want it to be, so kudos.

Correction: In the first version of this post I wrote that the Patriot Ledger‘s headquarters are in Braintree. In fact, the Ledger is located in an office park on the Quincy side of the Quincy-Braintree line.

More on the Lens ploy by a miffed GateHouse customer

I received this on Saturday from a friend who lives on the North Shore. Read the whole thing, but I think he’s put his finger on exactly what GateHouse is up to: most customers pay for their local GateHouse paper by credit card, and it renews automatically. Unless they are unusually sharp observers, they don’t notice when their subscription is renewed earlier than it ought to be because they are receiving unsolicited “premium” content such as Lens.

Note: As I wrote in my previous post, I’ve learned from commenters on Facebook that GateHouse is not alone. Digital First Media and Gannett are among the other newspaper chains alleged to have done this. The full text of my friend’s email follows.

I noticed your post this morning about GateHouse and its Lens magazine, and wanted to let you know what I’ve picked up. But since I’m not a Facebook member and never will be, I don’t appear to be able to post there. Hence this email.

Coincidentally, I’ve been going back and forth with GateHouse over the last month and a half about this. I got a renewal notice for the Tri-Town Transcript back at about the end of January. It said my subscription would expire on Feb. 19. I’ve subscribed ever since we moved to Topsfield more than 20 years ago (of course the paper has gone through several owners in that time) and I was certainly willing to resubscribe—I’d even written the check out.

As I was about to put it in the envelope, I couldn’t shake the feeling that February was awfully early for my sub to expire. So I went back through my records and found that last year I wrote the check to GateHouse in April, and the year before in May. (Prior to that the calendar date on the checks was stable from year to year.)

So I called GateHouse and was told my subscription renewal date had creeped back to February (from April) in the past year because I had received two issues of something called Lens magazine. I was docked three weeks of Tri-Town each for two issues of Lens—six weeks. I looked it up on the Internet and found a couple of past covers, neither of which I recalled every receiving. I can’t say that I didn’t, but if I did it went right into recycling; it’s nothing I’m interested in and certainly nothing I would pay for. GateHouse directed me to the “fine print” on the back of my bill, which is similar to what is in the image you posted. There are differences—much of the language on the back of my Tri-Town bill refers to “TV Times,” which I assume is in the daily GateHouse papers. There’s no mention of Lens. The key passage is “Due to the size and value of premium editions thee will be up to a $2.00 surcharge on each date of premium. However, rather than assess an extra charge for premium editions we will adjust the length of your subscription, which accelerates the expiration of your subscription, when you receive these premium editions. There will be no more than 12 premium editions per calendar year.”

So I suppose I should feel lucky that I was only docked 6 weeks, as according to GateHouse it could have been 36 (out of 52).

I pointed out to the GateHouse customer service person I was talking to that none of this is on the front of the subscription renewal form, where it specifically says I’m paying $35.58 for 52 weeks of the Tri-Town Transcript, and even specifies the calendar dates of the subscription term. This made no impression on the customer service person.

They finally said they would allow me to opt out of future “premium editions.” It took a few more calls over the next few weeks to get to a manager, who said they could restore the lost 6 weeks to my subscription. Flushed with success on that point, I pressed ahead as I’d evidently lost 6 weeks in the previous year’s subscription as well. When they wouldn’t give on that, I canceled my subscription (I’m sure I’ll still get some bill for a cancellation fee or whatever papers they have sent since February—we’ll see how that goes, as they’re not getting another cent out of me).

The poor customer service rep said she had to have a reason for my cancellation.  I told her it was because of the company’s business practices.

GateHouse will allow you to opt out if you call them, but why should the onus be on the subscriber? And why is that not stated up front with the annual subscription rate? And why is that option not on the renewal form itself? And if the magazines are so “premium” and so desirable, why isn’t there an option to subscribe to them rather than having them forced on subscribers until they opt out?

Over the weeks I’ve raised all these questions and others with several consumer advocacy agencies. So far the only response I’ve received is to the complaint I filed with the attorney general, which was a form letter saying they have limited resources and would not investigate because there is no “widespread and significant harm to multiple consumers” and there is no “pattern of complaints involving multiple consumers.” 

I’ve written a follow-up letter pointing out that there is indeed widespread harm because this is affecting thousands of subscribers, many of who are on automatic renewal because of the company’s policy of collecting credit card numbers (as oppose to those of us who still pay by check) and renewing them year to year without ever sending out a notice. And I suggested the reason there is no “pattern of complaints” is because it is a deception—they’re ripping people off without most people knowing it. I think this is exactly the type of thing the attorney general’s office should protect people against, but apparently Maura Healey and I differ.

I’ve also got complaints on file with the Better Business Bureau, the Federal Trade Commission, and Call for Action. Haven’t heard back yet. But I’m not expecting much. I’m mostly venting. All I can do is cancel.

Please leave a comment here or on Facebook.

With GateHouse’s Lens, you’ll pay whether you want to or not

IMG_0464

Click on image for a larger view.

I was alerted to this by an Arlington Advocate subscriber a few weeks ago, and now it has shown up in the Medford Transcript: Lens, a 36-page “premium” magazine that is apparently intended as an advertising vehicle, published by the weeklies’ parent company, GateHouse Media.

Nothing wrong with developing a new source of ad revenue—although the only two non-house ads I could find were quarter-pagers for a livery company and a liquor store. Even though Lens was included with our Transcript for free—or, rather, for “free”—it carries a cover price of $3.95.

If you look at the fine print on page 3, though, you’ll see that you’re being charged for Lens whether you like it or not in the form of a truncated subscription to your community paper. With 12 premium editions a year, does that mean our subscription to the Transcript will be shortened by 12 weeks?

Has anyone else seen this? Have you tried to do anything about it?

We are already having a lively discussion about this at Facebook, where I learned from commenters that Digital First Media and Gannett have pulled similar stunts. If you’d like to weigh in, I suggest you do so there.