Sunday resurrection and roundup
14 years ago
Showing posts with label reporter g. Show all posts
Showing posts with label reporter g. Show all posts
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
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, 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 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
Tuesday, May 12, 2009
Memo from Dean Singleton and Jody Lodovic
May 8, 2009
To: MediaNews Group Employees
From: Dean Singleton
Jody Lodovic
Re: Interactive Strategic Summit
Two weeks ago, 22 executives from across the company, including Publishers, Editors, and Interactive leaders, met to discuss MediaNews Group’s interactive strategy. While our websites attract a significant audience and drive considerable page views, we face three daunting challenges that needed to be addressed. First, we continue to do an injustice to our print subscribers and create perceptions that our content has no value by putting all of our print content online for free. Not only does this erode our print circulation, it devalues the core of our business - the great local journalism we (and only we) produce on a daily basis. Second, our interactive revenue growth has slowed because it has been too closely tied to our print classified business, which has suffered with the advent of Craigslist and other free online classified opportunities. Finally, we are not significantly extending the reach of our audience, as our online products too closely resemble the newspaper, and thus fail to meaningfully reach the next generation of readers.
This interactive summit was meant to address these issues head-on; to build a strategic plan that places a value on our content, protects our core print business, extends the reach of our audience, and creates new revenue opportunities online. We cannot continue to give all of our content away for free; we must consider, create and deploy new products and sites that both decouple our interactive revenue from our classified business and offer a compelling new experience for a younger (non-newspaper buying) demographic. From this conference, we have built consensus on a three pronged approach to enhance our business moving forward:
· We will begin to move away from putting all of our newspaper content online for free. Instead, we will explore a variety of premium offerings that apply real value to our print content. We are not trying to invent new premium products, but instead tell our existing print readers that what they are buying has real value, and to our online audience (who don’t buy the print edition), that if you want access to all online content, you are going to have to register, and/or pay. If a non-subscriber wants the newspaper content in its entirety online, they will be directed to some sort of registration or pay vehicle (and if they are a print subscriber, they will have full access at no charge). To be clear, the brand value proposition to the consumer is that the newspaper is a product, whether in print or online, which must be paid for.
· We will begin differentiating our sites from the newspaper and focus on strategies designed to reach younger audiences and extend our reach. The websites, newspaper.com as we call them now, will become a different product. This new site, which we have been calling news.com, will be a regional news site that is actively managed to present breaking news. It will continue to draw a content from the newspaper (but probably in a more abbreviated form), but will also have user-generated content, community involvement and third party content. News.com will continue to serve our existing audience, which spends a lot of time on our sites, and drive significant traffic. They like and depend on our sites for their national and local news. We must not alienate them as we strive to expand our audience and attract younger people and non newspaper subscribers. Obviously, our sites must draw upon the content of the newspaper, but the presentation of that content will be different. News.com will be an entry page to new content offerings, local retail advertising opportunities and premium offerings.
· We will build a new local utility site (Local.com), which is an ecosystem of local information, resources, user content, shopping guides, and marketplaces. This site will be focused on a younger audience as well as other targeted audiences based on demographics which are attractive to our current and potential advertisers. We have the advantage of being the trusted source of for news and information in our communities and have a large base of traffic to feed into Local.com. Local.com will leverage existing newspaper content and existing traffic, and we will add new content (such as Entertainment/Lifestyle) to target a younger audience. Central to this local site will be an aggregation of city or community sites (in the YourHub model) and marketplaces. Local.com will be the ultimate site for people to find stuff, do stuff, and get stuff done in their local market.
We will initially focus on five or six niche vertical content channels to support targeted advertising opportunities (many of which have reverse publishing opportunities). We will build these out with a common template, for ease of execution and maintenance, and deploy across the company.
New tiered circulation pricing strategies will be considered as part of, and tied to, the above online strategies. Such pricing strategies will be designed to maximize revenue, improve overall profitability, add value to full priced, seven day delivery, subscriptions, and reinforce the value for online content.
In order to execute this vision, we have agreed that these new strategies will be done with a template approach, using a menu of common tools and vendors. We will take advantage of the size of MNG to leverage enterprise solutions and build off a common platform that allows for fast implementation and a companywide rollout.
We will form four taskforces (News, local, premium and technology) to drive these ideas to market. They will focus on content, sales, marketing, research and build a business plan. We will also form a technical taskforce to evaluate the needs of a new content management system.
We will keep you posted periodically as we develop these new products and as this strategy evolves. Our online business is a critical piece of the future growth of this company and is integral to growing and targeting new audiences. Our newspapers continue to attract the largest and most desirable audiences in our local markets, but we feel strongly that developing new and targeted audiences online will position us to deliver the most comprehensive and effective solutions for our advertisers.
Thursday, April 30, 2009
Email from Cortney Fielding
Friends-
Sadly, the rumors are true. I was recently caught by janitorial staff attempting to stuff the Daily Journal’s prize decorative otter into a burlap sack with plans to set him free in some other, unsuspecting newsroom. I couldn’t take the way he was silently mocking me, day after day, as I walked from the atrium to my cube. Thankfully, the good people here at the DJ said there was no need to bring the authorities into this, but I think I better make a break for it just the same.
Seriously, leaving was a tough decision. I’ve loved working with everyone here and really enjoy covering LA courts, but curiosity has gotten the better of me. I want to see what, if anything, I can accomplish out on my own and maybe catch my breath a little while figuring out what I want to do next in this business.
Granted, this is something I probably couldn’t do if I hadn’t had the foresight to marry a man who would one day collect a stable paycheck from a boring old insurance company, so props go to me for that.
I got into journalism because I enjoyed storytelling and lacked the imagination necessary to make stories up myself. Why bother when there is already so much great material ripe for the picking? I plan on continuing to tell other people’s stories. I’ve gotten a few cool freelance gigs to get me started, and I’m working on some bigger projects I’ll tell everyone about after they are more certain-so I don’t look like a total loser if they fall through.
But, if by the end of the year, I’m calling you as a PR person trying to pitch a story about an amazing law firm’s ground-breaking swine-flu practice, I guess we will know this was a very,very bad idea.
Your co-worker and friend,
Cortney
Sadly, the rumors are true. I was recently caught by janitorial staff attempting to stuff the Daily Journal’s prize decorative otter into a burlap sack with plans to set him free in some other, unsuspecting newsroom. I couldn’t take the way he was silently mocking me, day after day, as I walked from the atrium to my cube. Thankfully, the good people here at the DJ said there was no need to bring the authorities into this, but I think I better make a break for it just the same.
Seriously, leaving was a tough decision. I’ve loved working with everyone here and really enjoy covering LA courts, but curiosity has gotten the better of me. I want to see what, if anything, I can accomplish out on my own and maybe catch my breath a little while figuring out what I want to do next in this business.
Granted, this is something I probably couldn’t do if I hadn’t had the foresight to marry a man who would one day collect a stable paycheck from a boring old insurance company, so props go to me for that.
I got into journalism because I enjoyed storytelling and lacked the imagination necessary to make stories up myself. Why bother when there is already so much great material ripe for the picking? I plan on continuing to tell other people’s stories. I’ve gotten a few cool freelance gigs to get me started, and I’m working on some bigger projects I’ll tell everyone about after they are more certain-so I don’t look like a total loser if they fall through.
But, if by the end of the year, I’m calling you as a PR person trying to pitch a story about an amazing law firm’s ground-breaking swine-flu practice, I guess we will know this was a very,very bad idea.
Your co-worker and friend,
Cortney
Friday, February 13, 2009
Memo from Ron Redfern
February 10, 2009
TO: All PEC Employees
FROM: Ron Redfern
Dear Colleagues:
By now, I hope all of you have read Robert Decherd’s letter of January 30th to all A. H. Belo employees. If you have not, you can access it on the A. H. Belo intranet site or obtain a copy from Human Resources.
In the letter, Robert describes how the present economic climate, coupled with the significant challenges that the newspaper industry was facing even before the recent economic downturns, have made this an especially difficult time for our newspaper company, as well as newspaper companies across the country.
We continue to be very uncertain about what will happen with our economy in this coming year. Consequently, we are anticipating further advertising revenue declines for 2009 from 2008, and in fact, our January results bear this out. Because advertising revenues account for approximately 80% of our company’s revenue, we need to implement the expense-reduction measures outlined in Robert’s letter.
Two things were not ready for communication at the time of Robert’s letter: the timing of the layoffs and the severance package.
As to timing, we anticipate completing the layoffs by the end of April. We are currently in the process of determining the extent of the layoffs and will notify impacted employees as soon as possible. If for some reason the layoffs will extend beyond April, you will be advised.
A. H. Belo has adopted a severance plan that governs the amount of severance to be paid to employees who terminate employment with an A. H. Belo company due to a reduction in force.
TO: All PEC Employees
FROM: Ron Redfern
Dear Colleagues:
By now, I hope all of you have read Robert Decherd’s letter of January 30th to all A. H. Belo employees. If you have not, you can access it on the A. H. Belo intranet site or obtain a copy from Human Resources.
In the letter, Robert describes how the present economic climate, coupled with the significant challenges that the newspaper industry was facing even before the recent economic downturns, have made this an especially difficult time for our newspaper company, as well as newspaper companies across the country.
We continue to be very uncertain about what will happen with our economy in this coming year. Consequently, we are anticipating further advertising revenue declines for 2009 from 2008, and in fact, our January results bear this out. Because advertising revenues account for approximately 80% of our company’s revenue, we need to implement the expense-reduction measures outlined in Robert’s letter.
Two things were not ready for communication at the time of Robert’s letter: the timing of the layoffs and the severance package.
As to timing, we anticipate completing the layoffs by the end of April. We are currently in the process of determining the extent of the layoffs and will notify impacted employees as soon as possible. If for some reason the layoffs will extend beyond April, you will be advised.
A. H. Belo has adopted a severance plan that governs the amount of severance to be paid to employees who terminate employment with an A. H. Belo company due to a reduction in force.
- Generally, employees who are terminated due to the reduction in force and who sign the separation-and-release agreement, will receive a lump-sum severance payment of one and one-quarter (1.25) weeks of current base pay for each year of employment. The maximum severance allowed is 10 weeks. The minimum severance payment for eligible employees will be two weeks. Partial years of service will be used for purposes of calculating the severance payment.
- The severance payment will be made once the separation-and-release agreement has been signed and, when applicable, the revocation period has expired.
- Outplacement services to assist employees in looking for their next employment opportunity are being provided as part of the offer.
Thursday, January 15, 2009
Memo from Jim Janiga
Dear Fellow Employees,
Today our company is announcing the suspension of all annual merit increases to be effective February 1, 2009. We are not certain how long this suspension will last but are hopeful that the coming 2010 Fiscal Year operating budget will allow the suspension to be lifted. The new fiscal year begins July 1, 2009. No guarantees but that is our goal. In the meantime, all merit increases earned and due before February 1, 2009 will be processed.
Under this suspension all increases earned and due on and after February 1, will be suspended for at least five months. For example, and based on that anticipated time period, if you are due a merit increase this coming March 2009, that merit increase will be delayed five months to August 2009. If you just receive a merit increase this past December 2008, your next merit increase would be due May 2010. Your Human Resources representatives can assist with any questions or concerns you may have.
Suspending merit increases will not reduce our current expenses but it does help us contain our expenses for a period of time. So obviously more needs to be considered and implemented, if warranted. To this end we are asking everyone to share with us any suggestions you might have regarding cuts in our operating expenses that are measurable, timely and sensible; cuts that can help us avoid more layoffs and are cuts you may be willing to accept. We need your input.
Unfortunately we cannot promise there will not be layoffs in the future but we should always endeavor to do what we can to prevent as many as possible. Obviously, growing revenue is our best option but until revenue streams stabilize and grow, reducing our expenses will continue to be a painful but necessary focus. Some early suggestions have included mandatory furloughs, cuts in our vacation benefits, pay cuts (temporary and/or permanent), reduced work schedules, allowing volunteer reduction in hours while retaining most full-time benefits, and more.
No one has THE answer and no one should naively speculate what others may not be willing to do to help save a co-worker's job... even where there are no guarantees. We would be foolish not to ask for your support, ideas, focus and commitment.
Everyone needs to be engaged. We need to support each other. We can and will make a difference. Times are tough but we are tougher. Your ideas are important to all of us.
Thank you for your attention and thank you for your continuing input and loyalty.
Sincerely,
Jim Janiga
Senior Vice President - Human Resources
Today our company is announcing the suspension of all annual merit increases to be effective February 1, 2009. We are not certain how long this suspension will last but are hopeful that the coming 2010 Fiscal Year operating budget will allow the suspension to be lifted. The new fiscal year begins July 1, 2009. No guarantees but that is our goal. In the meantime, all merit increases earned and due before February 1, 2009 will be processed.
Under this suspension all increases earned and due on and after February 1, will be suspended for at least five months. For example, and based on that anticipated time period, if you are due a merit increase this coming March 2009, that merit increase will be delayed five months to August 2009. If you just receive a merit increase this past December 2008, your next merit increase would be due May 2010. Your Human Resources representatives can assist with any questions or concerns you may have.
Suspending merit increases will not reduce our current expenses but it does help us contain our expenses for a period of time. So obviously more needs to be considered and implemented, if warranted. To this end we are asking everyone to share with us any suggestions you might have regarding cuts in our operating expenses that are measurable, timely and sensible; cuts that can help us avoid more layoffs and are cuts you may be willing to accept. We need your input.
Unfortunately we cannot promise there will not be layoffs in the future but we should always endeavor to do what we can to prevent as many as possible. Obviously, growing revenue is our best option but until revenue streams stabilize and grow, reducing our expenses will continue to be a painful but necessary focus. Some early suggestions have included mandatory furloughs, cuts in our vacation benefits, pay cuts (temporary and/or permanent), reduced work schedules, allowing volunteer reduction in hours while retaining most full-time benefits, and more.
No one has THE answer and no one should naively speculate what others may not be willing to do to help save a co-worker's job... even where there are no guarantees. We would be foolish not to ask for your support, ideas, focus and commitment.
Everyone needs to be engaged. We need to support each other. We can and will make a difference. Times are tough but we are tougher. Your ideas are important to all of us.
Thank you for your attention and thank you for your continuing input and loyalty.
Sincerely,
Jim Janiga
Senior Vice President - Human Resources
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