Convergent journalism : the fundamentals of multimedia reporting

This book explains the phenomenon of media convergence, defines what has been until recently a confusing topic, describes the main business models, provides case studies of successful converged newsrooms around the world, and explains how to introduce convergence into the newsroom. Stephen Quinn provides a practical introduction to the changing landscape of news reporting, and has written a useful book for students and professionals alike.

Multimedia journalism: putting it all together

A combination of sound, image, text, and interactivity-hereafter referred to as multimedia journalism-gives media practitioners a new way to tell stories, using the strengths of each medium to produce a more compelling package. From the outset, a multimedia journalist must appreciate the potential and power of each medium and capitalize on those strengths. In doing so the multimedia reporter produces journalism that is well beyond what a single medium can do. The multimedia reporter needs to know how to use a variety of digital tools, but the essential requirement is a multimedia mind-set. Loosely articulated, this mind-set requires the ability to conceive of stories that go beyond a single medium when it is appropriate to use more than one medium. Sometimes one medium is sufficient to provide what audiences need. Implicit in this statement is an understanding of audiences (note the plural form) and an acceptance that the fundamental role of journalism remains constant, which is to inform, educate, and entertain.

Tertiary Journalism Education: Its Value in Cadet Selection at Metropolitan Media

Tertiary study in journalism has been a feature of the education of Australian journalists for decades. Yet the value of what is loosely termed a “journalism degree” continues to be debated, and many industry representatives remain sceptical of its value. Journalism educators have a number of ways of assessing the level of industry acceptance of journalism education. These include looking at the percentage of students who find employment and the percentage of journalism graduates who fill entry level positions. This paper addresses the latter category, looking at data on the employment of entry-level journalists at four major institutions over a period of several years.

Let's kill the 'C' word: notions of authentic and synthetic in the teaching of journalism

One of the less desirable aftermaths of the so-called "Media Wars" - the intellectual debate over the role of cultural studies in the study of journalism - was reinforcement for some of the notion of fortress journalism: a Windschuttlian purist version of the Empire. This paper uses the alleged confrontation between the forces of that Empire (that is, proponents of pure journalism) and the forces of the Dark (that is, critics from a cultural studies tradition) as a means of examining the teaching of journalism in universities. The paper questions how the discipline of journalism should interface with others within the academy and asks what notion of journalism underpins our pedagogy and our epistemology. It is argued that it is time to discard an outdated craft model with its associations of authenticity and replace it with a model of synthetic professionalism.

In our own image? The socialisation of journalism`s new recruits

This paper examines the role of a key group of primary refiners in the socialisation of new entrants to journalism: that is, the trainers, generally called cadet counsellors or editorial training managers. While the paper highlights the historical and structural tensions still current in the training of young journalists in Australia, it identifies the two main determining forces as technology and the increasingly virulent commercial imperative driving modern journalism. This paper also taps into continuing and current debates surrounding accreditation and professionalism. It confirms the fundamental identity crisis for trainers: should they confirm and consolidate current practice or be innovators and catalysts for change within the newsroom?

The world-wide spread of journalism convergence

Convergence is a likely destination for news media in many parts of the world, though the duration of the journey will vary from country to country. This paper defines convergence as well as it is possible to do so, traces its spread around the world, and describes some of the most common business models. It looks at the forces driving convergence, and factors common to the most successful converged operations. The paper also describes the uncertain scenario in Australia now the Howard government has announced plans to change media ownership laws. It ends with discussion about changes in curricula at journalism programs in the United States in the light of the spread of convergence.

Comforting the afflicted and afflicting the comfortable: the role of journalism in the academy

The new professional disciplines such as journalism and public relations face unique challenges in entering the academy and as they formulate their own methodologies, pedagogies and theoretical frameworks there arises inevitable tensions between them and the more traditional disciplines.

As recently as January of this year in announcing the establishment of a new institute of journalism at Oxford University backed by £1.75m funding from Reuters, the vice chancellor of Oxford University, Dr John Hood, outlined plans to make this new centre one of the most authoritative sources of reliable analysis of journalism at an international, national and local level.

He went on to say that the aim of the institute would be to "break down the barriers of incomprehension and distrust which have tended to define the relationship between the academy and journalism." It is that ambivalent relationship which provides the focus for this paper.

As late as the mid 90s in the Australian academy focus was on the so called "Media Wars" with proponents of a pure and empirical form of journalism education declaring "No More Theory!" Tensions remain at least in the Australian context between the profession and practitioners and those who have moved to journalism education. Even within the ranks of the educators there are still divisions between those who see themselves only as practitioners with skills to impart, and those who see themselves as also building the disciplinary base.

Interdisciplinarity is often seen as the solution to such tensions but such hybrid mergings bring with them their own problems. This paper looks at the "Media Wars", their aftermath, and provides a case study of a discipline still seeking its own secure methodological and theoretical niche within the academy. It also poses its own solution in suggesting that it is time for a riotous Feyeraband type of play to produce the kind of disciplinary pastiche which will help in securing that niche.

Online newsgathering : research and reporting for journalism

If you are a journalist of any kind, you now realize that you need to know how to find the information you need online. This book shows you how to find declassified governmental files and statistics of all kinds, outlines the use of simple and complex search engines for small and large data gathering, and provides directories of subject experts. This book is for the many journalists around the world who didn't attend a formal journalism school before going to work, those who were educated before online research became mainstream, and for any student studying journalism today. It will teach you how to use the Internet wisely, efficiently, and comprehensively so that you will always have your facts straight and fast.

Convergent journalism : an introduction

Convergent Journalism: An Introduction explains what makes a news story effective today and how to recognize the best medium for a particular story. That medium may be the web, television, radio, newspaper, magazine - or, more likely, several of the above. This text will explain how a single story can fulfill its potential through any media channel. Convergent Journalism: An Introduction shows you, the news writer, editor, reporter, and producer, how to tailor a story to meet the needs of various media so your local news story can be written in a form appropriate for the web, print, PDA screen, and broadcast. In addition, this book explains the characteristics and best applications for print, broadcast, and web graphics.

Changing journalism for the likely present

Media convergence and newsroom integration have become industry buzzwords as the ideas spread through newsrooms around the world. In November 2007 Fairfax Media in Australia introduced the newsroom of the future model, as its flagship newspapers moved into a purpose-built newsroom in Sydney. News Ltd, the country’s next biggest media group, is also embracing multi-media forms of reporting. What are the implications of this development for journalism? This paper examines changes in the practice of journalism in Australia and around the world. It attempts to answer the question: How does the practice of journalism need to change to prepare not for the future, but for the likely present.

Early in November 2007 The Sydney Morning Herald, the Australian Financial Review and the Sun-Herald moved into a new building dubbed the ‘newsroom of the future’ at One Darling Island Road in Sydney’s Darling Harbour precinct. Phil McLean, at the time Fairfax Media’s group executive editor and the man in charge of the move, said three quarters of the entire process involved getting people to ‘think differently’ – that is, to modify their mindset so they could work with multi-media.

The new newsroom symbolised the culmination of a series of major changes at Fairfax. In August 2006 the traditional newspaper company, John Fairfax Ltd, changed its name to Fairfax Media to reflect its multi-platform future. In March 2007 Fairfax launched Australia’s first online-only daily publication in Queensland, brisbanetimes.com.au. In May 2007 Fairfax completed its merger with Rural Press to become the biggest media company in Australasia, with annual revenues of about $2.5 billion and market capitalisation of about $7 billion. Two months later Fairfax got even bigger when it acquired at least one radio station in all Australian capital cities plus television studios when it bought Southern Cross Broadcasting. Fairfax is expected to bid for one of the two digital television licences made available by the changes to media ownership laws promulgated in May 2007.

The aim in moving Fairfax from a print to a multi-platform company was to reach as large an audience as possible. ‘We have a total readership in print of over 4 million per day and online of over 5 million per month’, CEO David Kirk said at the time of the Rural Press merger. ‘Our brand of quality, independent, balanced journalism will serve and support more communities than ever’ (Kirk 2007). A few months earlier chairman Ron Walker had written in the company’s annual report: ‘Fairfax is evolving into a truly digital media company’ (2006: 2). Within five years Fairfax would be a significantly bigger Internet company that distributed its content ‘over more media’, Kirk wrote in the same report (2006: 5).

Kirk developed a three-pronged strategy. The first part of the strategy involved the need to ‘defend and grow our newspaper publishing businesses’ – that is, to consolidate and develop the existing newspapers, whose circulations were holding steady during the week and improving on Saturdays. The second part involved plans to ‘accelerate the revenue and earnings of our digital business’. The third part was ‘to build a digital media company for the twenty-first century’ (Fairfax annual report 2006: 3). In June 2007 Kirk appointed Tim Mannes project leader for the Fairfax Media-Rural Press integration. ‘The purpose of the integration work is to bring the two companies together and build what is truly Australasia’s leading media company’, Mannes wrote in a memo to all staff on 7 June 2007. ‘It’s vital throughout this process that we maintain continuity and momentum and protect the interests and needs of our customers’ (2007: 1).

The business model appears attractive. Kirk said Fairfax’s increased scale and diversity would mean it relied less on classified lineage advertising in major metropolitan newspapers, so it could ‘rapidly develop the best online response to changing media advertising patterns’. In the two years to 2006, online’s contribution to Fairfax’s profits had grown from 1 per cent to 14 per cent with ‘much more to come’. Online’s share of the national advertising pie had grown from 2 per cent in 2002 to 10 per cent in 2006 (Beverley 2007: 6) and had jumped to 14 per cent in 2007. Analysts said they were happy with Fairfax’s move ‘from a newspaper company to a media company’ and banks such as Credit Suisse upgraded their profits forecast (AFR 19 September 2007: 37).

Planning for the move to One Darling Island Road in Sydney’s Darling Harbour started early in 2006. Fairfax CEO David Kirk took personal responsibility. He and chairman Ron Walker visited integrated sites around the world, along with a group of editorial bosses. The favoured site was The Daily Telegraph in London, which embraced convergence from June 2006. CEO Murdoch McLennan hired a consultant from Ifra, Dr Dietmar Schantin, director of the Newsplex, to facilitate the move from mono-media to multi-media at The Telegraph. Schantin said change was less about new technologies and more about altering the established mindset. The focus must be on the audience: ‘The whole idea of audience orientation seems to be quite new for some newspapers. In the past it was more “we know what is good for our readers and so we distribute the content”.’ Newspapers were a service industry whose service was information and news, he said. Newspapers had to learn to ‘serve’ its audience with the things the audience wanted to know, on any appropriate platform. ‘We start from the audience. What they want is a very important point. That does not mean that a newspaper should just do what the audience wants. The newspaper [also] needs to stick
to its core values’ (Luft 2006, Coleman 2007: 5).

Tom Curley, CEO of the world’s biggest newsgathering organisation, Associated Press, gave an important speech to the annual Knight-Bagehot dinner in New York in November 2007. The news industry had come to a fork in the road and needed to take bold steps to secure the audiences and funding to support journalism’s essential role for both the economy and democracy, he said. Otherwise the media industry would find itself ‘on an ugly path to obscurity’. He similarly emphasised the need to serve the audience: ‘Our focus must be on becoming the very best at filling people’s 24-hour news needs. That’s a huge shift from the we-know-best, gatekeeper thinking. Sourcing, fact gathering, researching, storytelling, editing [and] packaging aren’t going away’
(Curley 2007).

Kirk appointed a ‘newsroom of the future’ committee from editorial (reporters and photographers), IT and HR. The committee initiated a study tour by editorial executives of leading integrated and converged newsrooms in the UK and the US in April 2007. This became known as the ‘Tier 1’ course and involved the editor and deputy editor of The Age, and the news editor of The Sydney Morning Herald. The Herald’s editor went to the annual conference of the World Association of Newspapers in Cape Town, South Africa in June 2007 because that event featured convergence as one of its main themes (PANPA Bulletin June 2007: 6). The committee designed a two-day awareness course for senior editorial managers, known as ‘Tier 2’, that was run in Sydney in July 2007. The ‘Tier 3’ program for all editorial staff started in August 2007 and this ‘multi-media awareness program’ continued until the end of the year. A ‘Tier 4’ course for about 10 per cent of editorial staff (about 40 journalists), where they learned a range of multi-media skills, was scheduled to start after the Beijing Olympics in 2008. The author facilitated most of the Tier 2 and 3 courses.

The Tier 3 and 4 courses have profound implications for journalism education in Australia because they represent the start of major changes to how journalists work in Australia. The process reflects evolution in newsroom practices around the world. In November 2006 Ifra, the international media research company, asked newspaper executives worldwide about their priorities for 2007. The survey attracted 240 responses from 43 countries and results appeared in January 2007. Integration, editorial convergence and cross-media strategies attracted the most attention. Four in five executives rated it one of their top priorities, and half made it their main priority in terms of allocating ‘significant’ funds (Ifra 2007: 34). Ifra repeated the survey in November 2007 and published the results in January 2008. Expanding web strategies was first on the list for 2008, just ahead of editorial convergence strategies, which topped the list in 2007. Improving video and audio content jumped 14 places, and mobile phone strategies leapt 9 places between 2007 and 2008 to be near the top of the list (Ifra 2008: 8).