Sunday resurrection and roundup
14 years ago
Monday, June 13, 2011
Monday, May 9, 2011
May 9 Memo from Fred Hamilton
Dear Fellow Employees:
We are quickly approaching the end of our current fiscal year (June 30, 2011). Despite efforts to reduce our operating expenses to offset the decline in revenue, sustainable revenue growth continues to elude us. As a consequence, we are compelled to take further steps to meet our operating goals. Today, we are announcing the following actions:
1. Suspension of Vacation Accruals beginning this coming Sunday, May 15, 2011 and running through July 2, 2011. This action will not impact any vacation time that you have earned or vacation time that you have planned. Further details follow below.
2. Mandatory Five-Day Furloughs to begin May 16, 2011 and to be completed by July 2, 2011. The five-day furloughs may be taken weekly or daily increments as scheduled with your supervisor. However, exempt employees who chose to take unpaid furlough days rather than vacation, the unpaid furlough days must be taken as a full-week within the same pay (calendar) week period. If you have any available vacation time, you may use up to five earned vacation days to substitute for up to all five furlough days. Further details are provided below.
With respect to the temporary suspension of vacation accruals, please understand a few important
points:
1. During the 39 day period from May 15, 2011 through and June 30, 2011, you will be earning fewer vacation days than we all had anticipated during this fiscal year. As an illustration, those employees with an annual vacation benefit of two weeks will earn 1-1/2 fewer days. Those employees with a three-week benefit will earn 2-1/4 fewer days. Those employees with a four-week benefit will earn 3 fewer days.
2. You will not lose any vacation time already earned/accrued, but not used through May 14, 2011.
3. You are encouraged to use any vacation time you have already accrued, subject to advance request to and approval by your immediate supervisor. Any vacation time used between May 1, 2011 and June 30, 2011 can be credited toward any of the five furlough days.
4. Accommodations will be made for employees with pre-approved vacations whose vacations balances are adversely impacted by this change. Specifically, with supervisor approval, those employees may be permitted to incur a negative vacation balance.
With respect to the five-day furloughs, please note the following:
1. Furlough days may be taken in weekly and/or daily increments (see Mandatory Five-Day Furlough description presented above) and all days must be scheduled in advance with your supervisor. Exempt staffers must take their furlough days during the same pay week. Exempt employees may combine vacation days with his/her furlough BUT within the same pay (calendar week).
2. Up to five furlough days may be taken as vacation days but such an option is voluntary and must also be scheduled in advance.
3. Supervisors will be asked to extend every reasonable consideration as to when an employee would prefer his/her furlough days to be scheduled and taken.
4. As a modest offset for those employees who are included in this furlough action, we are offering those employees up to five, additional paid holidays to be used during the coming fiscal year. You will be provided a list of twelve additional paid holidays from which you may chose five (5) to be scheduled and taken. Any of the five days must be scheduled and approved by the employee’s supervisor in advance. Those “bonus” holidays must be taken on the specific holiday date. However, accommodations will be made for those employees for whom that date does not coincide with a regularly scheduled work day. Lastly, an employee must be actively employed on the specific holiday date to be paid for that day (excluded are persons who are absent from work due to an unpaid leave and those who have left the employ of the company). Further details will be forthcoming from our Human Resources staff.
Although the temporary suspension of vacation accruals and the furloughs are not welcomed, they are both the less disruptive means of reducing our operating expenses. We also continued freeze the hiring for some vacancies in an effort to avoid more painful actions and have already consolidated some jobs where it has been prudent to do so. However, today's action does not preclude other cost reduction measures including and not limited to reductions-in-force. At this time such actions will likely be limited and will continue to be an expense reduction alternative until the economy and our performance measurably improves.
As expressed in the past, we regret any inconvenience this action may cause you but until our financial challenges are clearly behind us, such actions are necessary.
Thank you for your understanding, continued hard work and dedication.
Sincerely,
Fred Hamilton
Chief Executive Officer
We are quickly approaching the end of our current fiscal year (June 30, 2011). Despite efforts to reduce our operating expenses to offset the decline in revenue, sustainable revenue growth continues to elude us. As a consequence, we are compelled to take further steps to meet our operating goals. Today, we are announcing the following actions:
1. Suspension of Vacation Accruals beginning this coming Sunday, May 15, 2011 and running through July 2, 2011. This action will not impact any vacation time that you have earned or vacation time that you have planned. Further details follow below.
2. Mandatory Five-Day Furloughs to begin May 16, 2011 and to be completed by July 2, 2011. The five-day furloughs may be taken weekly or daily increments as scheduled with your supervisor. However, exempt employees who chose to take unpaid furlough days rather than vacation, the unpaid furlough days must be taken as a full-week within the same pay (calendar) week period. If you have any available vacation time, you may use up to five earned vacation days to substitute for up to all five furlough days. Further details are provided below.
With respect to the temporary suspension of vacation accruals, please understand a few important
points:
1. During the 39 day period from May 15, 2011 through and June 30, 2011, you will be earning fewer vacation days than we all had anticipated during this fiscal year. As an illustration, those employees with an annual vacation benefit of two weeks will earn 1-1/2 fewer days. Those employees with a three-week benefit will earn 2-1/4 fewer days. Those employees with a four-week benefit will earn 3 fewer days.
2. You will not lose any vacation time already earned/accrued, but not used through May 14, 2011.
3. You are encouraged to use any vacation time you have already accrued, subject to advance request to and approval by your immediate supervisor. Any vacation time used between May 1, 2011 and June 30, 2011 can be credited toward any of the five furlough days.
4. Accommodations will be made for employees with pre-approved vacations whose vacations balances are adversely impacted by this change. Specifically, with supervisor approval, those employees may be permitted to incur a negative vacation balance.
With respect to the five-day furloughs, please note the following:
1. Furlough days may be taken in weekly and/or daily increments (see Mandatory Five-Day Furlough description presented above) and all days must be scheduled in advance with your supervisor. Exempt staffers must take their furlough days during the same pay week. Exempt employees may combine vacation days with his/her furlough BUT within the same pay (calendar week).
2. Up to five furlough days may be taken as vacation days but such an option is voluntary and must also be scheduled in advance.
3. Supervisors will be asked to extend every reasonable consideration as to when an employee would prefer his/her furlough days to be scheduled and taken.
4. As a modest offset for those employees who are included in this furlough action, we are offering those employees up to five, additional paid holidays to be used during the coming fiscal year. You will be provided a list of twelve additional paid holidays from which you may chose five (5) to be scheduled and taken. Any of the five days must be scheduled and approved by the employee’s supervisor in advance. Those “bonus” holidays must be taken on the specific holiday date. However, accommodations will be made for those employees for whom that date does not coincide with a regularly scheduled work day. Lastly, an employee must be actively employed on the specific holiday date to be paid for that day (excluded are persons who are absent from work due to an unpaid leave and those who have left the employ of the company). Further details will be forthcoming from our Human Resources staff.
Although the temporary suspension of vacation accruals and the furloughs are not welcomed, they are both the less disruptive means of reducing our operating expenses. We also continued freeze the hiring for some vacancies in an effort to avoid more painful actions and have already consolidated some jobs where it has been prudent to do so. However, today's action does not preclude other cost reduction measures including and not limited to reductions-in-force. At this time such actions will likely be limited and will continue to be an expense reduction alternative until the economy and our performance measurably improves.
As expressed in the past, we regret any inconvenience this action may cause you but until our financial challenges are clearly behind us, such actions are necessary.
Thank you for your understanding, continued hard work and dedication.
Sincerely,
Fred Hamilton
Chief Executive Officer
Wednesday, February 2, 2011
Monday, December 6, 2010
Friday, October 29, 2010
Memo from Frank Pine
Just a heads up that we’re planning to make a fairly significant change to all of our websites in the very near future: We’ll be switching our commenting functions from Topix to Facebook. BANG is already doing this on insidebayarea.com, and it’s a substantial improvement over what we have here in that it makes commenting much easier, and by linking the comments to users’ Facebook accounts, it cuts down the more objectionable anonymous comments. While the traditional thinking is that requiring registration or real names with comments reduces traffic, insidebayarea.com has actually seen an increase in traffic and referral traffic from Facebook.
We’re confident that we’ll also see an increase in traffic, especially since our structure pushes users off of our site to Topix, and we don’t accrue the value of that traffic at all.
I’ll provide more information as it comes in. We’re partnering with BANG on this and still working out some of the details and tracking mechanisms we’ll be using to implement this and measure the results.
ALSO: By the end of the day today, we will have submitted all mobile news apps to the app store for approval. In the coming week, we’ll be assigning control panel accounts to site managers and transferring control of the apps to each property. I’ll reach out separately to online editors to share more information about this as well as our preliminary work on tablet apps.
Any questions, let me know.
We’re confident that we’ll also see an increase in traffic, especially since our structure pushes users off of our site to Topix, and we don’t accrue the value of that traffic at all.
I’ll provide more information as it comes in. We’re partnering with BANG on this and still working out some of the details and tracking mechanisms we’ll be using to implement this and measure the results.
ALSO: By the end of the day today, we will have submitted all mobile news apps to the app store for approval. In the coming week, we’ll be assigning control panel accounts to site managers and transferring control of the apps to each property. I’ll reach out separately to online editors to share more information about this as well as our preliminary work on tablet apps.
Any questions, let me know.
Wednesday, September 22, 2010
Press-Enterprise memo to staff
Enterprise Media is now the new official name of our Company, replacing the name ‘Press-Enterprise Company’. This is a name change only and our Company remains a wholly owned subsidiary of A. H. Belo Corporation and publisher of The Press-Enterprise, our daily newspaper.
Since that announcement Sales and Marketing have taken steps to begin using the ‘Enterprise Media’ name and logo on sales presentation materials and business cards for the sales staff. As a result some of you may have noticed and perhaps are wondering what it might mean for our Company and you; so I want to take this opportunity to share with you what I announced to our sales force at the September General Sales Meeting.
This change in our Company name has been planned for some time to ensure our business is seen by our clients as keeping pace with the significant, rapid and dynamic changes that are happening in the media industry. It also is aligned with the long-term vision for our business to reflect the innovation, new directions and forward-thinking multimedia strategy that our Company is actively pursuing. We have expanded from being a newspaper company to become a diversified media company. It’s now time for our customers to know us as more than a newspaper company as well.
The name Enterprise Media describes and defines who we are as a company. It effectively conveys our position as a future-focused media company; a leading and digitally savvy, multi-media news and information content provider. It is a name that will impress and influence our advertising and business-side clients to change their minds and attitudes about who we are.
This change is important because the name ‘Press-Enterprise Company’ does not align with our strategy. It is inextricably tied to our daily newspaper, ‘The Press-Enterprise,’ and it does not communicate to our customers the size, scale and capabilities of our multi-media product portfolio.
In the B2B environment with our advertising clients, particularly major regional and national advertising customers, the name ‘Press-Enterprise Company’ is tied to their past experiences with a newspaper company and it evokes attitudes and perceptions that are:
· One-dimensional. It causes our B2B clients to see us as a one-product company; in their minds, one that has limited, if any, value for their needs. Reality is we are so much more as a business partner.
· Geographically limited. In the minds of our B2B clients our Company’s market and audience reach is limited to the geography of our newspaper circulation area. Reality is that our sphere of influence and audience extends well beyond the geographic area our newspaper serves.
· Institutionally bound. It says “newspaper” which means “inflexible,” “high rates,” and “old media” to advertisers who are looking for new ways to reach their clients using social media, mobile, and more. We want our name to convey that we’re playing in that space too.
Importantly, we also want our new Company name to visibly reflect our heritage; so we deliberately retained the word ‘Enterprise’ in our new corporate name to symbolically confer the legacy of our Company’s heritage, credibility and reputation onto our new B2B brand name and logo. The word ‘Media’ is intended to encompass our entire portfolio of media products and the new and dynamic world of digital media.
Enterprise Media is a brand name that visibly makes the statement to our business clients that we are a very different business from ‘Press Enterprise Company’. Our new B2B brand is:
· Multi-dimensional. Our Company is a multi-media, multi-level news and information content provider reaching a dynamic, growing consumer audience via a wide range of media products.
· Customer-focused. Our Company provides 360° media solutions for our advertising clients through customized media and marketing programs that reach target audiences.
· Innovative. Our Company is a diversified, best practice media organization known for innovation, speed-to-market, audience growth, and ongoing investment in new multimedia products.
Enterprise Media is poised to become the Inland Region’s multimedia leader in the business-to-business environment when it comes to advertising and marketing in the new digital media age. Accordingly, the commercial/business-facing departments that serve and support our B2B client relationships and our corporate responsibilities – Advertising, Interactive, Finance, Marketing and HR – will adopt and use the Enterprise Media name on their business cards, presentation and promotional materials, etc.
Enterprise Media is not replacing our Company’s core newspaper product The Press-Enterprise or any of the other strong, credible media products/brands that we produce. Accordingly, those consumer/community-facing departments that serve and support our consumer/audience relationships – News, Circulation and Operations (production, press, I&P, transportation) – will continue to use The Press-Enterprise and PE.com names on their business cards, presentation materials, etc. And, of course, our colleagues at our ancillary products will continue to use La Prensa and The Business Press on their business cards, sales materials, etc.
Enterprise Media provides innovative media solutions to our clients that cost-effectively target and reach their most desired customers and consumers through the advertising and promotional power of a multimedia product portfolio that delivers a vast, unmatched and growing audience in the Inland SoCal Region. No other media organization in the Inland Region has:
· A bigger or more talented content and local news staff. Enterprise Media has more knowledgeable and skilled reporters and editors than any content company serving the region.
· A more proven and committed team of successful sales professionals. Enterprise Media is ranked 23rd in the entire country for Yahoo sales.
· Superior local audience growth and reach. Enterprise Media reaches more than 1.4 million people in Inland Southern California and has been recognized two years in a row as one of the top 25 media companies in the country for audience growth.
· More prominent or more powerful local brands. Enterprise Media’s portfolio includes The Press-Enterprise, PE.com, La Prensa and laprensaenlinea.com, The Business Press and bizpress.com, i-GUIDE, HSGametime.com, InlandSoCal.com and e-mediawaves.
· Deeper or stronger connections with communities and clients. Enterprise Media serves thousands of local clients and residents, hundreds of communities, and vast numbers of civic groups and charitable organizations and who live, work, shop and play in the Inland Region.
I hope you’ll take as much pride in our new name and look as I do because it truly reflects the results of all the hard work, determination, dedication and numerous contributions that each of you has made to move us into this new age of digital media; and it retains and builds on the heritage and values that are exemplified in our core product, The Press-Enterprise.
Since that announcement Sales and Marketing have taken steps to begin using the ‘Enterprise Media’ name and logo on sales presentation materials and business cards for the sales staff. As a result some of you may have noticed and perhaps are wondering what it might mean for our Company and you; so I want to take this opportunity to share with you what I announced to our sales force at the September General Sales Meeting.
This change in our Company name has been planned for some time to ensure our business is seen by our clients as keeping pace with the significant, rapid and dynamic changes that are happening in the media industry. It also is aligned with the long-term vision for our business to reflect the innovation, new directions and forward-thinking multimedia strategy that our Company is actively pursuing. We have expanded from being a newspaper company to become a diversified media company. It’s now time for our customers to know us as more than a newspaper company as well.
The name Enterprise Media describes and defines who we are as a company. It effectively conveys our position as a future-focused media company; a leading and digitally savvy, multi-media news and information content provider. It is a name that will impress and influence our advertising and business-side clients to change their minds and attitudes about who we are.
This change is important because the name ‘Press-Enterprise Company’ does not align with our strategy. It is inextricably tied to our daily newspaper, ‘The Press-Enterprise,’ and it does not communicate to our customers the size, scale and capabilities of our multi-media product portfolio.
In the B2B environment with our advertising clients, particularly major regional and national advertising customers, the name ‘Press-Enterprise Company’ is tied to their past experiences with a newspaper company and it evokes attitudes and perceptions that are:
· One-dimensional. It causes our B2B clients to see us as a one-product company; in their minds, one that has limited, if any, value for their needs. Reality is we are so much more as a business partner.
· Geographically limited. In the minds of our B2B clients our Company’s market and audience reach is limited to the geography of our newspaper circulation area. Reality is that our sphere of influence and audience extends well beyond the geographic area our newspaper serves.
· Institutionally bound. It says “newspaper” which means “inflexible,” “high rates,” and “old media” to advertisers who are looking for new ways to reach their clients using social media, mobile, and more. We want our name to convey that we’re playing in that space too.
Importantly, we also want our new Company name to visibly reflect our heritage; so we deliberately retained the word ‘Enterprise’ in our new corporate name to symbolically confer the legacy of our Company’s heritage, credibility and reputation onto our new B2B brand name and logo. The word ‘Media’ is intended to encompass our entire portfolio of media products and the new and dynamic world of digital media.
Enterprise Media is a brand name that visibly makes the statement to our business clients that we are a very different business from ‘Press Enterprise Company’. Our new B2B brand is:
· Multi-dimensional. Our Company is a multi-media, multi-level news and information content provider reaching a dynamic, growing consumer audience via a wide range of media products.
· Customer-focused. Our Company provides 360° media solutions for our advertising clients through customized media and marketing programs that reach target audiences.
· Innovative. Our Company is a diversified, best practice media organization known for innovation, speed-to-market, audience growth, and ongoing investment in new multimedia products.
Enterprise Media is poised to become the Inland Region’s multimedia leader in the business-to-business environment when it comes to advertising and marketing in the new digital media age. Accordingly, the commercial/business-facing departments that serve and support our B2B client relationships and our corporate responsibilities – Advertising, Interactive, Finance, Marketing and HR – will adopt and use the Enterprise Media name on their business cards, presentation and promotional materials, etc.
Enterprise Media is not replacing our Company’s core newspaper product The Press-Enterprise or any of the other strong, credible media products/brands that we produce. Accordingly, those consumer/community-facing departments that serve and support our consumer/audience relationships – News, Circulation and Operations (production, press, I&P, transportation) – will continue to use The Press-Enterprise and PE.com names on their business cards, presentation materials, etc. And, of course, our colleagues at our ancillary products will continue to use La Prensa and The Business Press on their business cards, sales materials, etc.
Enterprise Media provides innovative media solutions to our clients that cost-effectively target and reach their most desired customers and consumers through the advertising and promotional power of a multimedia product portfolio that delivers a vast, unmatched and growing audience in the Inland SoCal Region. No other media organization in the Inland Region has:
· A bigger or more talented content and local news staff. Enterprise Media has more knowledgeable and skilled reporters and editors than any content company serving the region.
· A more proven and committed team of successful sales professionals. Enterprise Media is ranked 23rd in the entire country for Yahoo sales.
· Superior local audience growth and reach. Enterprise Media reaches more than 1.4 million people in Inland Southern California and has been recognized two years in a row as one of the top 25 media companies in the country for audience growth.
· More prominent or more powerful local brands. Enterprise Media’s portfolio includes The Press-Enterprise, PE.com, La Prensa and laprensaenlinea.com, The Business Press and bizpress.com, i-GUIDE, HSGametime.com, InlandSoCal.com and e-mediawaves.
· Deeper or stronger connections with communities and clients. Enterprise Media serves thousands of local clients and residents, hundreds of communities, and vast numbers of civic groups and charitable organizations and who live, work, shop and play in the Inland Region.
I hope you’ll take as much pride in our new name and look as I do because it truly reflects the results of all the hard work, determination, dedication and numerous contributions that each of you has made to move us into this new age of digital media; and it retains and builds on the heritage and values that are exemplified in our core product, The Press-Enterprise.
Monday, December 21, 2009
MediaNews memo to staff
TO: MNG/MNGi Employees
FROM: Dean Singleton and Jody Lodovic
SUBJECT: 2009 is almost gone. Thanks for getting us through it!
First and foremost, let us thank you for your hard work and dedication during this difficult economic period, a time particularly hard for the newspaper industry. You have been asked to do more with less, and we truly appreciate your efforts and sacrifices.
While the past three years have been particularly challenging (especially 2009) for MediaNews Group and the newspaper industry, we are proud of your performance and many accomplishments, and we are confident that our strategies will lead us and the industry into a bright future. Let us highlight just a few of your/our accomplishments during this challenging period:
MediaNews, like many other newspaper companies, entered the current downturn with a reasonable level of debt based on historical measures. However, the current newspaper industry environment bears no resemblance to any previous newspaper downturn, and the magnitude of the structural and cyclical decline was simply unimaginable just a few years ago. Consequently, we, along with much of the industry, have more debt than is comfortable.
We have been working closely with our banks to restructure our debt and position MediaNews Group to execute its strategies and lead our newspapers into a positive future. Yes, we believe newspapers have a bright future! We are near agreement on the terms of a restructuring plan which we expect will be completed toward the end of the first quarter of 2010. Upon completion, MediaNews expects to have a manageable level of debt, and we look forward to working with each of you to take your newspapers into a changing but exciting future.
As we near the end of 2009, you may have questions regarding annual reviews, 401(k) contributions, health care benefits, and future furloughs, etc. While it is our hope and desire to reinstate Company-wide salary reviews and 401(k) contributions as soon as possible and avoid future furloughs, it is premature to make those decisions. The Company must see clear evidence of improving economic conditions before such decisions are made. We will keep all options open, including reinstatement on a phased approach. As you can imagine, these are not easy decisions. Our highest priority is positioning MediaNews Group for a bright future and preserving/protecting its most valuable asset — its employees. We will let you know as soon as those decisions are made.
Let us say again how much we appreciate your efforts. Your contributions are vital to the future success of MediaNews Group and the newspapers it publishes. We're probably biased, but we believe you all comprise the best newspaper team in the business. We're proud to work with you. Let us wish you and your family happy and healthy holidays and a happy new year!
FROM: Dean Singleton and Jody Lodovic
SUBJECT: 2009 is almost gone. Thanks for getting us through it!
First and foremost, let us thank you for your hard work and dedication during this difficult economic period, a time particularly hard for the newspaper industry. You have been asked to do more with less, and we truly appreciate your efforts and sacrifices.
While the past three years have been particularly challenging (especially 2009) for MediaNews Group and the newspaper industry, we are proud of your performance and many accomplishments, and we are confident that our strategies will lead us and the industry into a bright future. Let us highlight just a few of your/our accomplishments during this challenging period:
- Advertising - While advertising revenue has been severely challenged, your performance has been near the top of the industry throughout 2009. For the three-month period ended September, for example, your advertising revenue declined 24% as compared to the industry decline of 28.2%. This performance was consistent with the first two quarters. Furthermore, in markets such as St. Paul, the Bay Area, and Los Angeles, we significantly outperformed other newspapers in the regions.
We have made significant progress in transforming our sales organization and have invested in new tools, such as iShare, training and laptops, to position us to meet the ever changing needs of our advertisers. Your success has been noted and is appreciated.
- Circulation - Your circulation performance is second to none. In the September ABC 6-month report, MediaNews Group had circulation growth even as the industry lost 10.6%. That increase included The Denver Post growth which came after the demise of its primary competitor, The Rocky Mountain News. However, not including Denver, the company's loss was 4.8%, still the best performance in the industry by far. This performance moved the company from number 4 to number 2, as measured by circulation.
- News - Our circulation performance would be impossible if not for the excellent news products each of your newspapers produce. There is not enough space here to comment on all the awards your newsrooms have won this year. While we, like others, have had no choice but to trim news staffs, we have tried to consolidate infrastructure to preserve reporting staff when possible. And with hard work and creativity, your newsrooms have re-invented themselves and continue to do excellent journalism. We are so proud of our outstanding editors and their dedicated staffs. And speaking of creativity, we are awed by the outstanding work you are doing online. As our traffic continues to soar, our audiences between print and online have never been larger.
- Operations - The year has brought major plant consolidation for many of our newspapers. Added to creative circulation and route consolidation and new ways of doing production, you have achieved efficiencies we never would have dreamed possible while improving the service you provide.
- Denver - We completed a significant restructuring in Denver after the closing of the Rocky Mountain News. While we were sad to see the Rocky go, we are excited about our future in Denver. The performance of the Denver Post during this transition has been nothing short of remarkable as we held most of the Rocky unduplicated circulation and operating performance continues to improve each month.
- Internet Strategy - A group from your newspapers met offsite last April to chart our digital course for the future. Since that time, several task forces have been working to put more meat on the bones. We are now in position to start implementing the strategies we developed. Step one is to install a new content management system that will serve as the foundation for our strategies. Upon completion, we will begin building new local.com and news.com websites in each of our markets. Our largest markets should be up and running by mid-2010. In addition, we are working to implement strategies to protect and monetize our content. New pay models will begin testing in some markets early next year.
- Mobile - Mobile (and other portable reading devices) represents a significant opportunity for us. Accordingly, we have engaged outside mobile expertise to help us develop our mobile strategies. We have completed phase 1 of the process and hope to have a fully mapped out mobile strategy early in 2010.
MediaNews, like many other newspaper companies, entered the current downturn with a reasonable level of debt based on historical measures. However, the current newspaper industry environment bears no resemblance to any previous newspaper downturn, and the magnitude of the structural and cyclical decline was simply unimaginable just a few years ago. Consequently, we, along with much of the industry, have more debt than is comfortable.
We have been working closely with our banks to restructure our debt and position MediaNews Group to execute its strategies and lead our newspapers into a positive future. Yes, we believe newspapers have a bright future! We are near agreement on the terms of a restructuring plan which we expect will be completed toward the end of the first quarter of 2010. Upon completion, MediaNews expects to have a manageable level of debt, and we look forward to working with each of you to take your newspapers into a changing but exciting future.
As we near the end of 2009, you may have questions regarding annual reviews, 401(k) contributions, health care benefits, and future furloughs, etc. While it is our hope and desire to reinstate Company-wide salary reviews and 401(k) contributions as soon as possible and avoid future furloughs, it is premature to make those decisions. The Company must see clear evidence of improving economic conditions before such decisions are made. We will keep all options open, including reinstatement on a phased approach. As you can imagine, these are not easy decisions. Our highest priority is positioning MediaNews Group for a bright future and preserving/protecting its most valuable asset — its employees. We will let you know as soon as those decisions are made.
Let us say again how much we appreciate your efforts. Your contributions are vital to the future success of MediaNews Group and the newspapers it publishes. We're probably biased, but we believe you all comprise the best newspaper team in the business. We're proud to work with you. Let us wish you and your family happy and healthy holidays and a happy new year!
Wednesday, November 18, 2009
Ruth Seymour's letter to KCRW members
November 2009
Dear KCRW Supporter,
After 32 years of leading KCRW, I am writing to let you know that I will be retiring as KCRW’s General Manager at the end of February.
What a long and exciting journey it’s been. I’ve had the opportunity to head a station that was once considered one of the most underdeveloped in the country. When you’re that poor and weak, there’s no place to go but up or out.
KCRW went up.
It became a leader and a trendsetter. Today the audience for the unique programs the station originates has spread to listeners across the country, and indeed, across the world.
I am grateful for the opportunity to have overseen the transformation of KCRW from a worn-out facility in a middle school playground into the internet powerhouse that it has become.
No one builds a KCRW alone. When you’re so taken up with the here and now, you don’t really spend a great deal of time reflecting on the past. Therefore, I’ve asked my longtime colleague Will Lewis, who has been an invaluable companion on this radio adventure, to document the years we’ve spent shaping and growing the station. His overview is included with my letter.
I want to thank our licensee, Santa Monica College, which allowed us the freedom to experiment and cheered us on. I have served under four Presidents and countless College Boards, and throughout they have been steadfast in their support and encouragement. That is no small thing and I wish every public station as exemplary a licensee as KCRW enjoys.
The KCRW Foundation was created in 1980 to safeguard the station in a precarious time. Over the years it has allowed us to undertake some of our most ambitious programs, to expand our facilities and to enter the internet age. The KCRW you know would not exist without the support of the KCRW Foundation.
Many public stations of our size and importance have long since given up using volunteers. We cherish ours. They bring the world into our basement studios. They come from all walks of life; they range from young students to seniors. They’re excited by coming down to the station and answering phones, taking pledges, working in the music library, assisting the deejays. Each year they save the station hundreds of thousands of dollars.
Over the years we discovered and attracted an impressive number of gifted individuals who poured their passion for music, the arts and political drama into dynamic and original radio. They made our reputation.
They were supported by a loyal and devoted staff, committed and inspired by the ideas and the ideals that characterize KCRW.
The media world is now in the process of dynamic change. KCRW is at the forefront, experimenting with the technical advances that are changing the ways in which we communicate.
I am confident that the station will welcome new opportunities as they arise, ever mindful that it’s still all about the programming.
I will leave a station that is strong in its identity, a station that is like no other in the country. The words I like to use to describe KCRW (you’ve seen them in my countless fundraising letters over the years) are singular, idiosyncratic, daring, independent, smart and compelling.
I believe that’s why you value the station, why we’ve been able to forge a remarkable bond with you, one of trust and affection. You have made it possible for us to become the station we are today.
You will make it possible for KCRW to continue to flourish.
It’s been an extraordinary privilege to serve as KCRW’s General Manager -- a joy and a source of great pride. That’s a pretty good note on which to say goodbye.
Sincerely,
Ruth Seymour
Dear KCRW Supporter,
After 32 years of leading KCRW, I am writing to let you know that I will be retiring as KCRW’s General Manager at the end of February.
What a long and exciting journey it’s been. I’ve had the opportunity to head a station that was once considered one of the most underdeveloped in the country. When you’re that poor and weak, there’s no place to go but up or out.
KCRW went up.
It became a leader and a trendsetter. Today the audience for the unique programs the station originates has spread to listeners across the country, and indeed, across the world.
I am grateful for the opportunity to have overseen the transformation of KCRW from a worn-out facility in a middle school playground into the internet powerhouse that it has become.
No one builds a KCRW alone. When you’re so taken up with the here and now, you don’t really spend a great deal of time reflecting on the past. Therefore, I’ve asked my longtime colleague Will Lewis, who has been an invaluable companion on this radio adventure, to document the years we’ve spent shaping and growing the station. His overview is included with my letter.
I want to thank our licensee, Santa Monica College, which allowed us the freedom to experiment and cheered us on. I have served under four Presidents and countless College Boards, and throughout they have been steadfast in their support and encouragement. That is no small thing and I wish every public station as exemplary a licensee as KCRW enjoys.
The KCRW Foundation was created in 1980 to safeguard the station in a precarious time. Over the years it has allowed us to undertake some of our most ambitious programs, to expand our facilities and to enter the internet age. The KCRW you know would not exist without the support of the KCRW Foundation.
Many public stations of our size and importance have long since given up using volunteers. We cherish ours. They bring the world into our basement studios. They come from all walks of life; they range from young students to seniors. They’re excited by coming down to the station and answering phones, taking pledges, working in the music library, assisting the deejays. Each year they save the station hundreds of thousands of dollars.
Over the years we discovered and attracted an impressive number of gifted individuals who poured their passion for music, the arts and political drama into dynamic and original radio. They made our reputation.
They were supported by a loyal and devoted staff, committed and inspired by the ideas and the ideals that characterize KCRW.
The media world is now in the process of dynamic change. KCRW is at the forefront, experimenting with the technical advances that are changing the ways in which we communicate.
I am confident that the station will welcome new opportunities as they arise, ever mindful that it’s still all about the programming.
I will leave a station that is strong in its identity, a station that is like no other in the country. The words I like to use to describe KCRW (you’ve seen them in my countless fundraising letters over the years) are singular, idiosyncratic, daring, independent, smart and compelling.
I believe that’s why you value the station, why we’ve been able to forge a remarkable bond with you, one of trust and affection. You have made it possible for us to become the station we are today.
You will make it possible for KCRW to continue to flourish.
It’s been an extraordinary privilege to serve as KCRW’s General Manager -- a joy and a source of great pride. That’s a pretty good note on which to say goodbye.
Sincerely,
Ruth Seymour
Monday, November 16, 2009
Memo from Randy Michaels and Gerry Spector
This afternoon, we filed two motions with the court overseeing our Chapter 11 bankruptcy; these motions give us a good opportunity to update you on the restructuring process.
One motion asks the court to extend the period of exclusivity for filing our restructuring plan to March 31, 2010. In plain English, this motion seeks to extend the time during which only we can file a plan. The current period of exclusivity expires at the end of this month.
As the motion states, we have made “substantial progress toward filing a plan of reorganization… ”. Our goal is to deliver a plan that our creditors can support and to do so as quickly as possible. We continue active discussions with our creditors in this regard. The other motion filed asks the court to hold a status conference on certain matters related to accomplishing this goal.
The exclusivity motion makes it clear that we’ve accomplished a lot as a company. With your help, we have stabilized and repositioned our businesses, exceeding the financial results of most of our newspaper and broadcasting peers. This year we project operating cash flow of approximately $400 million—nearly double our original operating plan.
Last week here in Chicago, we met with the leaders of all of our business units and their top sales executives to share ideas and best practices as we head into the last two months of 2009. It was a very productive meeting. There is some incredibly innovative work being done on the sales side, but we can’t let up—we have to keep pushing, keep working together across all of our properties and markets, and keep looking for new solutions for our advertisers.
Today’s motions will generate some media attention. Try to tune out the noise and focus on your job. The fourth quarter is traditionally the strongest one of the year and, with your continued hard work, we're sure this year will be no different.
Randy and Gerry
One motion asks the court to extend the period of exclusivity for filing our restructuring plan to March 31, 2010. In plain English, this motion seeks to extend the time during which only we can file a plan. The current period of exclusivity expires at the end of this month.
As the motion states, we have made “substantial progress toward filing a plan of reorganization… ”. Our goal is to deliver a plan that our creditors can support and to do so as quickly as possible. We continue active discussions with our creditors in this regard. The other motion filed asks the court to hold a status conference on certain matters related to accomplishing this goal.
The exclusivity motion makes it clear that we’ve accomplished a lot as a company. With your help, we have stabilized and repositioned our businesses, exceeding the financial results of most of our newspaper and broadcasting peers. This year we project operating cash flow of approximately $400 million—nearly double our original operating plan.
Last week here in Chicago, we met with the leaders of all of our business units and their top sales executives to share ideas and best practices as we head into the last two months of 2009. It was a very productive meeting. There is some incredibly innovative work being done on the sales side, but we can’t let up—we have to keep pushing, keep working together across all of our properties and markets, and keep looking for new solutions for our advertisers.
Today’s motions will generate some media attention. Try to tune out the noise and focus on your job. The fourth quarter is traditionally the strongest one of the year and, with your continued hard work, we're sure this year will be no different.
Randy and Gerry
Monday, October 19, 2009
Memo from Bill Keller
Colleagues:
I had planned to invite you to the newsroom and break this news in person Monday, but I've been hit by something that seems to be the flu. Though I strongly believe in delivering bad news in person, I don't want to add insult to injury by spreading infection.
Let me cut to the chase: We have been told to cut 100 newsroom positions between now and the end of the year.
We hope to accomplish this by offering voluntary buyouts. On Thursday the company will be sending buyout offers to everyone in the newsroom. Getting a buyout package does NOT mean we want you to leave. It is simply easier to send the envelopes to everyone. If you think a buyout may be right for you, you have 45 days to respond, and then we have ten days to accept or decline.
As before, if we do not reach 100 positions through buyouts, we will be forced to go to layoffs. I hope that won't happen, but it might.
Our colleagues in editorial and op-ed, and on the business side, also face another round of budget cuts.
In recent years, we've managed to avoid the disabling cutbacks that have hit other newsrooms. The company has chosen to protect the journalism by cutting production and other business-side costs, and the newsroom itself has managed its resources frugally. These latest cuts will still leave us with the largest, strongest and most ambitious editorial staff of any newsroom in the country, if not the world.
I won't pretend that these staff cuts will not in some ways diminish our journalism, or that they will not add to the burdens of journalists whose responsibilities have grown faster than their compensation. But we've been looking hard at ways to minimize the impact -- in part, by re-engineering some of our copy flow. I won't promise this will be easy or painless, but I believe we can weather these cuts without seriously compromising our commitment to coverage of the region, the country and the world. We will remain the single best news organization on earth.
I doubt that anyone is shocked by the fact of this, but it is happening sooner than anyone anticipated. When we took our 5 percent pay cuts, it was in the hope that this would fend off the need for more staff cuts this year. But I accept that if it's going to happen, it should be done quickly. We will get through this and move on.
In my absence, Bill Schmidt and John and Jill have volunteered to take your questions this afternoon. Feel free to bring additional questions to me as soon as I'm back, or check with Bill Schmidt or John or Jill privately, or save them for the next Throw Stuff at Bill session, which is in a couple of weeks.
We often -- and rightly -- voice our gratitude that we work for a company and a family that prize quality journalism above all. I hope you know that the company and the family, and I, feel an equal debt of gratitude to all of you whose sacrifice and loyalty have kept us strong.
Like you, I yearn for the day when we can do our jobs without looking over our shoulders for economic thunderstorms.
Bill
Monday, September 28, 2009
Los Angeles Times press release
Following the well-received launch of its redesigned site, the Los Angeles Times today announced Sean Gallagher as Managing Editor, Online. In his new role Gallagher will be responsible for the overall reader experience on latimes.com and on the Los Angeles Times Media Group’s growing portfolio of digital properties.
“Sean’s talent, integrity and command of virtually every facet of online publishing have been crucial to latimes.com’s success,” said Times Editor Russ Stanton. “He will provide valuable leadership as we continue to evolve and has already played a key role in helping shape our round-the-clock, fully-integrated newsroom."
Gallagher is charged with working across The Times newsroom and masthead, and in tandem with Managing Editor, Print Jon Thurber, to ensure a consistent and complementary multimedia experience and continued integration of print and Web efforts. In addition, he will continue to manage and implement the daily news and features online that have made latimes.com one of the fastest-growing newspaper sites.
Gallagher joined latimes.com in 2006 as an associate editor, coordinating the news report and overseeing the expansion of the Health and Business sections’ online offerings. He was appointed the site’s managing editor in 2007, was a key contributor to important innovation initiatives and oversaw the recent redesign that has won much acclaim from readers and industry analysts. Gallagher was previously web director of the San Diego Daily Transcript and spent more than five years at nytimes.com. He also has worked at the Village Voice as a researcher and at Scholastic Books as a production editor and is a graduate of Fordham University.
“Sean’s talent, integrity and command of virtually every facet of online publishing have been crucial to latimes.com’s success,” said Times Editor Russ Stanton. “He will provide valuable leadership as we continue to evolve and has already played a key role in helping shape our round-the-clock, fully-integrated newsroom."
Gallagher is charged with working across The Times newsroom and masthead, and in tandem with Managing Editor, Print Jon Thurber, to ensure a consistent and complementary multimedia experience and continued integration of print and Web efforts. In addition, he will continue to manage and implement the daily news and features online that have made latimes.com one of the fastest-growing newspaper sites.
Gallagher joined latimes.com in 2006 as an associate editor, coordinating the news report and overseeing the expansion of the Health and Business sections’ online offerings. He was appointed the site’s managing editor in 2007, was a key contributor to important innovation initiatives and oversaw the recent redesign that has won much acclaim from readers and industry analysts. Gallagher was previously web director of the San Diego Daily Transcript and spent more than five years at nytimes.com. He also has worked at the Village Voice as a researcher and at Scholastic Books as a production editor and is a graduate of Fordham University.
Thursday, September 17, 2009
Memo from Eddy Hartenstein
From: Hartenstein, Eddy
Sent: Thursday, September 17, 2009 11:06 AM
Subject: Editorial Pages Announcement
I am pleased to announce the following changes in management responsibilities of our editorial pages.
Jim Newton, who has served as editor of the editorial pages for more than two years, is stepping down in order to finish up his biography of Dwight Eisenhower. Nick Goldberg, who has ably served as the section’s deputy editor, will now become editor, overseeing the editorial board, as well as Op-Ed, Sunday Opinion, letters and our opinion coverage online. He will assume his new responsibilities on Monday, Sept. 28 and report to me.
Starting next week, Jim will scale back his duties. He will relinquish his management of Opinion but remain part of it, becoming editor-at-large, a new masthead position. In that capacity, he will advise on editorial matters, remain a member of the editorial board and will keep writing and editing for the editorial pages, both as an editorial writer and an Op-Ed contributor.
You all know Nick and Jim, so I'll be brief in recapping their credentials. Nick came to The Times in 2003 as Op-Ed editor and later expanded his duties to include Sunday Opinion as well. Last year, he was named deputy editor helping Jim to oversee the department. Before coming to The Times, Nick, a graduate of Harvard, spent many years at Newsday, where he covered the New York statehouse and the 1992 presidential campaign of Bill Clinton, among other assignments. He served as Middle East correspondent from 1995 to 1998. His work has been widely published in America's leading magazines.
Jim next week marks his 20th year at The Times, and over those decades has served as a reporter, bureau chief and editor, writing and shaping coverage from the Mission Viejo City Council to the LAPD to the administration of Mayor Riordan to the statehouse in Sacramento (and writing more than 900 A1 stories along the way). A Dartmouth alumnus, Jim began his career as clerk to James Reston, senior columnist for the New York Times. He also is the author of "Justice for All: Earl Warren and the Nation He Made."
Since 2007, Jim has set high standards, and has achieved them with the daily and vital assistance of Nick. Our Opinion section reflects their collaboration, which continues now in this new alignment. This transition is a model, as is their work.
Our editorial pages present Los Angeles and California with provocative, thoughtful, literate and conscientious journalism. We publish a bracing range of views in Op-Ed - thanks there to Sue Horton and her colleagues - and supply leadership through our editorials. The result: We are an indispensible voice in the life of California.
Friday, August 21, 2009
Tribune press release on agreement to sell Cubs
August 21, 2009—The Ricketts family has signed a definitive agreement with Tribune Company to acquire a 95 percent interest in the Chicago Cubs National League Baseball Club, Wrigley Field and Tribune’s approximately 25 percent interest in Comcast SportsNet (CSN) in a transaction valued at $845 million. The Ricketts family will have management control of the joint venture as its 95 percent owner. Tribune will retain a five-percent ownership interest.
“Our family is thrilled to have reached an agreement to acquire a controlling interest in the Chicago Cubs, one of the most storied franchises in sports,” said Joe Ricketts. “The Cubs have the greatest fans in the world, and we count our family among them. We look forward to closing the transaction so that we can begin leading the Cubs to a World Series title.”
The Ricketts family reached the agreement with Tribune after a thorough bid process that began more than two years ago. Tribune intends to proceed to a final transaction close without soliciting further bids from other parties.
“This joint venture will provide dedicated, local family ownership and management for the team,” commented Tribune Chairman Sam Zell. “The Ricketts family will be a great steward of the franchise. They have a strong respect for the team, for the fans and for what the Cubs mean to the City of Chicago.”
Final closing of the agreement is dependent upon approval by Major League Baseball owner and bankruptcy court approvals. As part of the court's approval process, the entity holding most of the assets of the Cubs franchise will voluntarily file for Chapter 11 protection so that the franchise can emerge free and clear of Tribune Company’s financial obligations. All obligations specific to the Cubs franchise - player contracts and agreements with sponsors, broadcasters, advertisers, suppliers and ticket holders - are not expected to be impacted by the court approval process, and there should be no interruption of team operations. The court is expected to rule on approval of the transaction early in the fourth quarter of 2009.
TRIBUNE is America’s largest employee-owned media company, operating businesses in publishing, interactive and broadcasting. In publishing, Tribune’s leading daily newspapers include the Los Angeles Times, Chicago Tribune, The Baltimore Sun, Sun Sentinel (South Florida), Orlando Sentinel, Hartford Courant, Morning Call and Daily Press. The company’s broadcasting group operates 23 television stations, WGN America on national cable, Chicago’s WGN-AM and the Chicago Cubs baseball team. Popular news and information websites complement Tribune’s print and broadcast properties and extend the company’s nationwide audience. At Tribune we take what we do seriously and with a great deal of pride. We also value the creative spirit and nurture a corporate culture that doesn’t take itself too seriously.
“Our family is thrilled to have reached an agreement to acquire a controlling interest in the Chicago Cubs, one of the most storied franchises in sports,” said Joe Ricketts. “The Cubs have the greatest fans in the world, and we count our family among them. We look forward to closing the transaction so that we can begin leading the Cubs to a World Series title.”
The Ricketts family reached the agreement with Tribune after a thorough bid process that began more than two years ago. Tribune intends to proceed to a final transaction close without soliciting further bids from other parties.
“This joint venture will provide dedicated, local family ownership and management for the team,” commented Tribune Chairman Sam Zell. “The Ricketts family will be a great steward of the franchise. They have a strong respect for the team, for the fans and for what the Cubs mean to the City of Chicago.”
Final closing of the agreement is dependent upon approval by Major League Baseball owner and bankruptcy court approvals. As part of the court's approval process, the entity holding most of the assets of the Cubs franchise will voluntarily file for Chapter 11 protection so that the franchise can emerge free and clear of Tribune Company’s financial obligations. All obligations specific to the Cubs franchise - player contracts and agreements with sponsors, broadcasters, advertisers, suppliers and ticket holders - are not expected to be impacted by the court approval process, and there should be no interruption of team operations. The court is expected to rule on approval of the transaction early in the fourth quarter of 2009.
TRIBUNE is America’s largest employee-owned media company, operating businesses in publishing, interactive and broadcasting. In publishing, Tribune’s leading daily newspapers include the Los Angeles Times, Chicago Tribune, The Baltimore Sun, Sun Sentinel (South Florida), Orlando Sentinel, Hartford Courant, Morning Call and Daily Press. The company’s broadcasting group operates 23 television stations, WGN America on national cable, Chicago’s WGN-AM and the Chicago Cubs baseball team. Popular news and information websites complement Tribune’s print and broadcast properties and extend the company’s nationwide audience. At Tribune we take what we do seriously and with a great deal of pride. We also value the creative spirit and nurture a corporate culture that doesn’t take itself too seriously.
Saturday, July 4, 2009
Declaration of Independence
IN CONGRESS, July 4, 1776.
The unanimous Declaration of the thirteen united States of America,
When in the Course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another, and to assume among the powers of the earth, the separate and equal station to which the Laws of Nature and of Nature's God entitle them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation.
We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.--That to secure these rights, Governments are instituted among Men, deriving their just powers from the consent of the governed, --That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government, laying its foundation on such principles and organizing its powers in such form, as to them shall seem most likely to effect their Safety and Happiness. Prudence, indeed, will dictate that Governments long established should not be changed for light and transient causes; and accordingly all experience hath shewn, that mankind are more disposed to suffer, while evils are sufferable, than to right themselves by abolishing the forms to which they are accustomed. But when a long train of abuses and usurpations, pursuing invariably the same Object evinces a design to reduce them under absolute Despotism, it is their right, it is their duty, to throw off such Government, and to provide new Guards for their future security.--Such has been the patient sufferance of these Colonies; and such is now the necessity which constrains them to alter their former Systems of Government. The history of the present King of Great Britain is a history of repeated injuries and usurpations, all having in direct object the establishment of an absolute Tyranny over these States. To prove this, let Facts be submitted to a candid world.
He has refused his Assent to Laws, the most wholesome and necessary for the public good.
He has forbidden his Governors to pass Laws of immediate and pressing importance, unless suspended in their operation till his Assent should be obtained; and when so suspended, he has utterly neglected to attend to them.
He has refused to pass other Laws for the accommodation of large districts of people, unless those people would relinquish the right of Representation in the Legislature, a right inestimable to them and formidable to tyrants only.
He has called together legislative bodies at places unusual, uncomfortable, and distant from the depository of their public Records, for the sole purpose of fatiguing them into compliance with his measures.
He has dissolved Representative Houses repeatedly, for opposing with manly firmness his invasions on the rights of the people.
He has refused for a long time, after such dissolutions, to cause others to be elected; whereby the Legislative powers, incapable of Annihilation, have returned to the People at large for their exercise; the State remaining in the mean time exposed to all the dangers of invasion from without, and convulsions within.
He has endeavoured to prevent the population of these States; for that purpose obstructing the Laws for Naturalization of Foreigners; refusing to pass others to encourage their migrations hither, and raising the conditions of new Appropriations of Lands.
He has obstructed the Administration of Justice, by refusing his Assent to Laws for establishing Judiciary powers.
He has made Judges dependent on his Will alone, for the tenure of their offices, and the amount and payment of their salaries.
He has erected a multitude of New Offices, and sent hither swarms of Officers to harrass our people, and eat out their substance.
He has kept among us, in times of peace, Standing Armies without the Consent of our legislatures.
He has affected to render the Military independent of and superior to the Civil power.
He has combined with others to subject us to a jurisdiction foreign to our constitution, and unacknowledged by our laws; giving his Assent to their Acts of pretended Legislation:
For Quartering large bodies of armed troops among us:
For protecting them, by a mock Trial, from punishment for any Murders which they should commit on the Inhabitants of these States:
For cutting off our Trade with all parts of the world:
For imposing Taxes on us without our Consent:
For depriving us in many cases, of the benefits of Trial by Jury:
For transporting us beyond Seas to be tried for pretended offences
For abolishing the free System of English Laws in a neighbouring Province, establishing therein an Arbitrary government, and enlarging its Boundaries so as to render it at once an example and fit instrument for introducing the same absolute rule into these Colonies:
For taking away our Charters, abolishing our most valuable Laws, and altering fundamentally the Forms of our Governments:
For suspending our own Legislatures, and declaring themselves invested with power to legislate for us in all cases whatsoever.
He has abdicated Government here, by declaring us out of his Protection and waging War against us.
He has plundered our seas, ravaged our Coasts, burnt our towns, and destroyed the lives of our people.
He is at this time transporting large Armies of foreign Mercenaries to compleat the works of death, desolation and tyranny, already begun with circumstances of Cruelty & perfidy scarcely paralleled in the most barbarous ages, and totally unworthy the Head of a civilized nation.
He has constrained our fellow Citizens taken Captive on the high Seas to bear Arms against their Country, to become the executioners of their friends and Brethren, or to fall themselves by their Hands.
He has excited domestic insurrections amongst us, and has endeavoured to bring on the inhabitants of our frontiers, the merciless Indian Savages, whose known rule of warfare, is an undistinguished destruction of all ages, sexes and conditions.
In every stage of these Oppressions We have Petitioned for Redress in the most humble terms: Our repeated Petitions have been answered only by repeated injury. A Prince whose character is thus marked by every act which may define a Tyrant, is unfit to be the ruler of a free people.
Nor have We been wanting in attentions to our Brittish brethren. We have warned them from time to time of attempts by their legislature to extend an unwarrantable jurisdiction over us. We have reminded them of the circumstances of our emigration and settlement here. We have appealed to their native justice and magnanimity, and we have conjured them by the ties of our common kindred to disavow these usurpations, which, would inevitably interrupt our connections and correspondence. They too have been deaf to the voice of justice and of consanguinity. We must, therefore, acquiesce in the necessity, which denounces our Separation, and hold them, as we hold the rest of mankind, Enemies in War, in Peace Friends.
We, therefore, the Representatives of the united States of America, in General Congress, Assembled, appealing to the Supreme Judge of the world for the rectitude of our intentions, do, in the Name, and by Authority of the good People of these Colonies, solemnly publish and declare, That these United Colonies are, and of Right ought to be Free and Independent States; that they are Absolved from all Allegiance to the British Crown, and that all political connection between them and the State of Great Britain, is and ought to be totally dissolved; and that as Free and Independent States, they have full Power to levy War, conclude Peace, contract Alliances, establish Commerce, and to do all other Acts and Things which Independent States may of right do. And for the support of this Declaration, with a firm reliance on the protection of divine Providence, we mutually pledge to each other our Lives, our Fortunes and our sacred Honor.
Friday, July 3, 2009
Memo from Kevin Keane
Colleagues,
I had always held out hope that business would bounce back quickly enough that we would be able to avoid further staff reductions this fiscal year. Unfortunately whatever rebound there is in this economy hasn't reached the advertising market yet. We project revenues will continue their skid well into next year, which means expenses will need to come down accordingly.
Today we're announcing that we will be eliminating 18 full-time positions in the newsroom (managers and rank and file employees) by mid summer. We will notify the union today as well. Employees let go will receive a week's salary for each year worked, with a minimum of two weeks and a maximum of 12. The company will also pay the employer portion of Cobra benefits for health care for three months.
It goes without saying that this deep a cut on top of previous reductions will have a lasting impact on our newspapers and Web sites. Our preference would be to hold staffing at its current level until the revenue bottomed out, but we can't delay if we're to get through this downturn.
Before we finalize these cuts, however, we're asking for volunteers to step forward. These volunteers will receive an additional severance of up to eight weeks salary on top of the severance mentioned above - one week's pay for each year worked, up to eight years. Under the volunteer program, a 12-year employee would receive the maximum 20-week severance.
Management reserves the right to accept or reject a voluntary offer, depending on how vital a position is to the news organization. Every accepted offer brings down the involuntary layoff number by one. If we accept 18 volunteers, we'll eliminate the need for the layoff altogether. Anyone interested in the voluntary program should contact Belinda Byrd in HR by Wednesday, July 8 at 5 p.m.
Any questions, feel free to drop me a line.
Kevin
I had always held out hope that business would bounce back quickly enough that we would be able to avoid further staff reductions this fiscal year. Unfortunately whatever rebound there is in this economy hasn't reached the advertising market yet. We project revenues will continue their skid well into next year, which means expenses will need to come down accordingly.
Today we're announcing that we will be eliminating 18 full-time positions in the newsroom (managers and rank and file employees) by mid summer. We will notify the union today as well. Employees let go will receive a week's salary for each year worked, with a minimum of two weeks and a maximum of 12. The company will also pay the employer portion of Cobra benefits for health care for three months.
It goes without saying that this deep a cut on top of previous reductions will have a lasting impact on our newspapers and Web sites. Our preference would be to hold staffing at its current level until the revenue bottomed out, but we can't delay if we're to get through this downturn.
Before we finalize these cuts, however, we're asking for volunteers to step forward. These volunteers will receive an additional severance of up to eight weeks salary on top of the severance mentioned above - one week's pay for each year worked, up to eight years. Under the volunteer program, a 12-year employee would receive the maximum 20-week severance.
Management reserves the right to accept or reject a voluntary offer, depending on how vital a position is to the news organization. Every accepted offer brings down the involuntary layoff number by one. If we accept 18 volunteers, we'll eliminate the need for the layoff altogether. Anyone interested in the voluntary program should contact Belinda Byrd in HR by Wednesday, July 8 at 5 p.m.
Any questions, feel free to drop me a line.
Kevin
Wednesday, July 1, 2009
Memo from LANG
July 1, 2009
Colleagues,
In April we announced that LANG would be suspending the accrual of vacation benefits. This measure was taken in an effort to further reduce our operating expenses. That announcement stated that the vacation accrual suspension would be in effect until July 4, 2009.
While we have made progress, we continue to realize a decline in revenue. Subsequently, it has become necessary for us to extend the suspension of vacation benefits accrual through September 26, 2009 (the first quarter of the 2010 fiscal year), at which time we will re-evaluate our situation. In addition to this extension, we are requiring all employees to do one of the following: take five days of paid vacation by September 26, OR take five days of unpaid furlough by September 26. Below is a breakdown of what this means to most of you:
If you have questions or need to further discuss how this pertains to you specifically, please see your manager, department head, or human resources department.
Thank you for your understanding. Your hard work and dedication have been instrumental in weathering this economic storm.
Colleagues,
In April we announced that LANG would be suspending the accrual of vacation benefits. This measure was taken in an effort to further reduce our operating expenses. That announcement stated that the vacation accrual suspension would be in effect until July 4, 2009.
While we have made progress, we continue to realize a decline in revenue. Subsequently, it has become necessary for us to extend the suspension of vacation benefits accrual through September 26, 2009 (the first quarter of the 2010 fiscal year), at which time we will re-evaluate our situation. In addition to this extension, we are requiring all employees to do one of the following: take five days of paid vacation by September 26, OR take five days of unpaid furlough by September 26. Below is a breakdown of what this means to most of you:
We regret the need to implement these changes in order to meet our financial challenges. It is our belief that this is the least painful way to work towards regaining our financial footing, while allowing us to mitigate mandated furloughs for most employees or, far worse, reducing staffing levels (layoffs).For those with 40 or more hours in their vacation bank, simply take a week of vacation. Because we are heading into the summer months when most people utilize their vacation time, this option should prove to have little or no impact on the majority of employees. For those with less than 40 hours in their vacation bank, you can do a combination of both options. An example for a full-time employee who works 40 hours per week; you have 24 hours accrued vacation, you can use your three vacation days PLUS take two unpaid furlough days to equal the total five-day requirement. For those with little or no vacation hours in their vacation bank, you will need to take unpaid furlough equaling five days. Non-exempt employees have the option of spreading their furlough days over several pay periods or they may take all of the time off within a one-week period. It is up to you, but the time must be taken by September 26. Exempt employees who do not have the equivalent of five days’ vacation in their vacation bank do not have the option of combining vacation with furlough. If you are exempt, and do not have at least one week of vacation, you must take a week of furlough. Your week of furlough must be taken at one time (all within the same week), and you cannot perform any work during that week. This requirement may not apply to some sales positions, so if you are in advertising sales, please see your manager for guidance.
If you have questions or need to further discuss how this pertains to you specifically, please see your manager, department head, or human resources department.
Thank you for your understanding. Your hard work and dedication have been instrumental in weathering this economic storm.
Memo from Bob Dickey
To: U.S. Community Publishing Employees
From: Bob Dickey
I want to talk with you about our restructuring efforts, as we continue to battle these difficult economic conditions and the impact on our advertisers. With your help, our various cost savings initiatives are making a difference.
Nevertheless, we will need to implement job reductions to align our resources with the revenue realities we face. Currently each location is finalizing its plan, taking into consideration the local economy, results so far this year and the prospects going forward.
Each plan is different and designed to address the ongoing local needs. All of them, however, involved extremely difficult decisions. Approximately 1400 employees will be impacted by the job reductions across the division. Your publisher or general manager will communicate the local plans, and we expect the vast majority of the reductions will take place by July 9. In a select few cases, the implementation may take longer. There will not be any furloughs for the rest of the year.
I want to stress that the job reductions are not a reflection on these employees or their work. We truly value their many contributions and thank them for their efforts over the years.
Unfortunately, we must take these steps because the advertising environment remains challenged. There have been some promising signs of a recovery, but the reality is the improvements are not broad-based and the economy continues to be fragile.
Even so, we know the economy will improve. To be ready, we need to continue our transformation and maintain a strong financial position. We must publish our newspapers, produce our Web sites and pay down our debt. By taking all these steps today, we will be stronger tomorrow.
Measured against our peers in the media industry, we are healthy and capable of moving forward. We are in this position because we have proactively responded to the financial conditions with actions such as these.
We continue to see good ideas coming from all of you, and we are becoming more innovative everyday. This combination of forward thinking and good fiscal management will, I believe, ultimately result in a return to success for our company.
So, please keep those thoughts and ideas coming. As always, you can email me or call with your comments.
From: Bob Dickey
I want to talk with you about our restructuring efforts, as we continue to battle these difficult economic conditions and the impact on our advertisers. With your help, our various cost savings initiatives are making a difference.
Nevertheless, we will need to implement job reductions to align our resources with the revenue realities we face. Currently each location is finalizing its plan, taking into consideration the local economy, results so far this year and the prospects going forward.
Each plan is different and designed to address the ongoing local needs. All of them, however, involved extremely difficult decisions. Approximately 1400 employees will be impacted by the job reductions across the division. Your publisher or general manager will communicate the local plans, and we expect the vast majority of the reductions will take place by July 9. In a select few cases, the implementation may take longer. There will not be any furloughs for the rest of the year.
I want to stress that the job reductions are not a reflection on these employees or their work. We truly value their many contributions and thank them for their efforts over the years.
Unfortunately, we must take these steps because the advertising environment remains challenged. There have been some promising signs of a recovery, but the reality is the improvements are not broad-based and the economy continues to be fragile.
Even so, we know the economy will improve. To be ready, we need to continue our transformation and maintain a strong financial position. We must publish our newspapers, produce our Web sites and pay down our debt. By taking all these steps today, we will be stronger tomorrow.
Measured against our peers in the media industry, we are healthy and capable of moving forward. We are in this position because we have proactively responded to the financial conditions with actions such as these.
We continue to see good ideas coming from all of you, and we are becoming more innovative everyday. This combination of forward thinking and good fiscal management will, I believe, ultimately result in a return to success for our company.
So, please keep those thoughts and ideas coming. As always, you can email me or call with your comments.
Monday, June 29, 2009
The new news dialectic
In this age of well-trafficked digital social networks, two distinct types of news have emerged: the verified and the unverified.
Verified news is what traditionally has been printed on the pages of our newspapers and news websites and broadcast on the nightly news - fact-checked, reported impartially, presented in a coherent and contextualized manner, conveyed as a story of importance to broad segments of society.
Unverified news is what gets printed or broadcast on a variety of online and cellular networks and that also provides context and deals with issues of importance to broad segments of society.
Recently, and most notably with coverage of protests in Iran, the verified and unverified have been fused together on the websites and broadcasts of news organizations that would never have run the latter in the past.
From the New York Times:
That doesn't mean that the news organizations made the wrong decision. Indeed, responsible news organizations can act as a useful filter on the open spigot of social networking. Short of being able to verify the flood of information coming out of Iran, news orgs are in a position to begin the work of verifying information publicly while providing important context.
The New York Times, for instance, still has a reporter in Tehran and has a team of editors with institutional memory, so it doesn't have to blindly repeat what it's seen and heard on Twitter updates and YouTube videos. The paper also has staff that can sift through the flood of updates to pick out what is relevant, and help determine sources who are reliable (old fashioned reporter's work).
Again, from the Times:
Verified news is what traditionally has been printed on the pages of our newspapers and news websites and broadcast on the nightly news - fact-checked, reported impartially, presented in a coherent and contextualized manner, conveyed as a story of importance to broad segments of society.
Unverified news is what gets printed or broadcast on a variety of online and cellular networks and that also provides context and deals with issues of importance to broad segments of society.
Recently, and most notably with coverage of protests in Iran, the verified and unverified have been fused together on the websites and broadcasts of news organizations that would never have run the latter in the past.
From the New York Times:
“Check the source” may be the first rule of journalism. But in the coverage of the protests in Iran this month, some news organizations have adopted a different stance: publish first, ask questions later.The writer is partly wrong here: News organizations had a great big choice. Pretending the situation was nearly automatic is a cop out.
If you still don’t know the answer, ask your readers. CNN showed scores of videos submitted by Iranians, most of them presumably from protesters who took to the streets to oppose Mahmoud Ahmadinejad’s re-election on June 12. The Web sites of The New York Times, The Huffington Post, The Guardian newspaper in London and others published minute-by-minute blogs with a mix of unverified videos, anonymous Twitter messages and traditional accounts from Tehran. ...
Many mainstream media sources, which have in the past been critical of the undifferentiated sources of information on the Web, had little choice but to throw open their doors in this case. As the protests against Mr. Ahmadinejad grew, the government sharply curtailed the foreign press. As visas expired, many journalists packed up, and the ones who stayed were barred from reporting on the streets.
That doesn't mean that the news organizations made the wrong decision. Indeed, responsible news organizations can act as a useful filter on the open spigot of social networking. Short of being able to verify the flood of information coming out of Iran, news orgs are in a position to begin the work of verifying information publicly while providing important context.
The New York Times, for instance, still has a reporter in Tehran and has a team of editors with institutional memory, so it doesn't have to blindly repeat what it's seen and heard on Twitter updates and YouTube videos. The paper also has staff that can sift through the flood of updates to pick out what is relevant, and help determine sources who are reliable (old fashioned reporter's work).
Again, from the Times:
This kind of fact checking is important in this new dialectic between reader and news organization. It's also why it's wrong for news organization to see this kind of collaboration as inevitable. That's passive and short changes readers. Information may be coming more quickly and from geometrically more sources, but news organizations still have a responsibility to avoid becoming platforms for untrue or overly biased information. They should be gatekeepers worth subscribing to.Even anonymous Internet users develop a reputation over time, said Robert Mackey, the editor of a blog called The Lede for The New York Times’s Web site, who tracked the election and protest for almost two weeks. Although there have been some erroneous claims on sites like Twitter, in general “there seems to be very little mischief-making,” Mr. Mackey said. “People generally want to help solve the puzzle.”
Readers repeatedly drew Mr. Mackey’s attention to tweets and photos of protests in the comments thread of the blog. Some even shared their memories of the geography of Tehran in an attempt to verify scenes in videos.
Over time, the impromptu Iranian reporters have honed their skills. Some put the date of a skirmish in the file descriptions they send. Others film street signs and landmarks. But the user uploads can sometimes be misleading. Last Wednesday, Mr. Mackey put a call out to readers to determine whether a video was actually new. A commenter pointed to a two-day-old YouTube version.
Monday, June 15, 2009
Memo from Ron Redfern
June 15, 2009
To: All PEC Employees
We are changing our home delivery footprint in San Bernardino County.
In January of this year, we were faced with the choice of leaving San Bernardino County or implementing a very aggressive price increase to allow us to cover our costs of publishing and continue delivering in San Bernardino County. Unfortunately, a significant number of subscribers in parts of S.B. County refused to accept the increase in price and cancelled their subscriptions.
Consequently, after further review, we have made the decision to discontinue home delivery in certain parts of the San Bernardino market due to low penetration levels. We will continue delivery in those areas where subscriber acceptance remains high, but unfortunately we will eliminate home delivery service in Chino Hills, Ontario, Rancho Cucamonga, Fontana and Rialto on Monday, July 13, 2009. The final print edition of The Press-Enterprise will be delivered to subscribers’ homes on Sunday, July 12, 2009.
Residents of those areas will still have access to the daily product in two ways:
Please note that subscribers in the affected areas will be receiving letters in the next day or two informing them of this change. If you receive complaint calls, please refer them to our Customer Care Call Center. And if you have any questions, please feel free to talk your Vice President, or contact Kathy Weiermiller in Circulation.
Regrettably, the current economic conditions force us to make this change; however, to paraphrase Mark Twain, “Contrary to what is being written about newspapers, the rumors of our death have been greatly exaggerated.” We are optimistic about our future, particularly because The Press-Enterprise is the only major newspaper in Southern California to show readership growth of over 5% from last year, and our overall audience is up over 33% from last year. Because of that amazing growth during this difficult time, we remain committed to being the best provider of local news, information, and advertising in the Inland Region.
Thanks for your continued support.
Ron Redfern
Publisher, CEO & President
The Press-Enterprise Company
To: All PEC Employees
We are changing our home delivery footprint in San Bernardino County.
In January of this year, we were faced with the choice of leaving San Bernardino County or implementing a very aggressive price increase to allow us to cover our costs of publishing and continue delivering in San Bernardino County. Unfortunately, a significant number of subscribers in parts of S.B. County refused to accept the increase in price and cancelled their subscriptions.
Consequently, after further review, we have made the decision to discontinue home delivery in certain parts of the San Bernardino market due to low penetration levels. We will continue delivery in those areas where subscriber acceptance remains high, but unfortunately we will eliminate home delivery service in Chino Hills, Ontario, Rancho Cucamonga, Fontana and Rialto on Monday, July 13, 2009. The final print edition of The Press-Enterprise will be delivered to subscribers’ homes on Sunday, July 12, 2009.
Residents of those areas will still have access to the daily product in two ways:
- P-Edition – for the very affordable price of $52 for an annual subscription or $1.25 per week for a 4-week subscription. We have eliminated the paid wall on pe.com for the next thirty days so people with access to the Internet can “test drive” the P-Edition at no cost through July 12, 2009.
- Newsstand racks and retail outlets – we are leaving the single copy distribution channel in place in the areas where home delivery is being eliminated. The Press-Enterprise will still be available for daily purchase at our various retail and news rack locations throughout the area. Current pricing is $0.50/day Monday-Saturday, and $1.50 on Sunday.
Please note that subscribers in the affected areas will be receiving letters in the next day or two informing them of this change. If you receive complaint calls, please refer them to our Customer Care Call Center. And if you have any questions, please feel free to talk your Vice President, or contact Kathy Weiermiller in Circulation.
Regrettably, the current economic conditions force us to make this change; however, to paraphrase Mark Twain, “Contrary to what is being written about newspapers, the rumors of our death have been greatly exaggerated.” We are optimistic about our future, particularly because The Press-Enterprise is the only major newspaper in Southern California to show readership growth of over 5% from last year, and our overall audience is up over 33% from last year. Because of that amazing growth during this difficult time, we remain committed to being the best provider of local news, information, and advertising in the Inland Region.
Thanks for your continued support.
Ron Redfern
Publisher, CEO & President
The Press-Enterprise Company
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