The rhetoric of ‘community’ : ABC local radio's coverage of the 2009 Victorian bushfires

This article joins recent debates in media and communication studies concerning audience participation in news journalism. Specifically, we investigate the impact of an increasing reliance on audience-generated content on newsroom practice in traditional media organisations. We do this by recounting and analysing the experiences of journalists involved in ABC Radio's coverage of the dramatic Victorian bushfires of early 2009, which relied heavily in listener contributions and was closely integrated with the ABC's online coverage. Interviews with two staff at ABC Gippsland, and the ABC's Manager of Emergency Broadcasting provide the basis for a case study of the kinds of tensions that media workers routinely confront within an organisation like the ABC. The interviews suggest that in negotiating the possibility of increased audience participation, journalists and their managers are thinking about much more that the rhetorics of democracy and the validity of news values: their focus is also on a complex structure, the need for skill (re)development and the precise mechanics of creating and maintaining productive relationships with local communities. The significance of the research lies in its attempt to bring together a number of related factors: the increasingly active role of audiences in generating and supplying news content; the impact of digital communications technologies on news production practices; and the ABC's ongoing development of its now contested role as an 'emergency broadcaster'.

Interviewing : a guide for journalists and writers

A practical guide to all aspects of interviewing for print and broadcast journalists and writers. The authors explain how to prepare, and what to do when you don't have time to prepare; outline the difference between "soft" and "hard" interviews; and show how to make the most of any interview.

Distributed power control in cellular mobile radio systems with time-varying link gains

A simple distributed power control algorithm for communication systems with mobile users and unknown time-varying link gains is proposed. We prove that the proposed algorithm is exponentially converging. Furthermore, we show that the algorithm significantly outperforms the well-known Foschini and Miljanic algorithm in the case of quickly moving mobile users.

Distributed power control in cellular mobile radio systems with time-varying link gains

A simple distributed power control algorithm for communication systems with mobile users and unknown timevarying link gains is proposed. We prove that the proposed algorithm is exponentially converging. Furthermore, we show that the algorithm significantly outperforms the well-known
Foschini and Miljanic algorithm in the case of quickly moving mobile users.

Banding and radio-tracking juvenile powerful owls in Melbourne, Victoria : trials and tribulations

The Powerful Owl (Ninox strenua) is Australia's largest owl. Considering their large size they are a very cryptic species, with limited sexual dimorphism, silent fight and a highly camouflaged presence amongst secluded canopy vegetation. These features enable Powerful Owl presence to often go unnoticed and even for the trained eye, extremely difficult to study. Our research has focused on monitoring the behaviour of individual Powerful Owls in urban Melbourne, Australia.
The leg banding of Powerful Owls is a somewhat contentious issue in Australia and here we report on the suitability of different types of legs bands placed on the tarsus of juvenile Powerful Owls. There has been some debate over the band size that should be used and the consequent effects bands may pose for the owls as they mature. We also investigate the usefulness of bands as a technique to identify Powerful Owls once they have dispersed from the natal territory.
Radio-tracking juvenile Powerful Owls was also undertaken during this study, primarily to determine individual behaviour from post fledging until dispersal. This is the first study in Australia to attempt radio-tracking juvenile Powerful Owls and the results from this research highlight behavioural characteristics, mortality rates post fledging and dispersal movements for the twelve months post fledging.
Overall we found that aluminium legs bands are a useful tool for individual identification of juvenile Powerful Owls post fledgling, however, their presence is somewhat difficult to determine on mature adults as the tarsus feathers tend to cover the band and make vision from the ground difficult. Aluminium leg bands are also useful as an identification tool for deceased birds. Leather leg bands are more suitable than aluminium bands when attaching radio-transmitters as these provide more flexibility and can be removed by the owl if they become irritating.
Radio-tracking juvenile Powerful Owls provided invaluable information relating to juvenile behaviour and movements, showing that juveniles actually remain in territories adjacent to their natal territory for the twelve months post fledging. This information is vital for the successful conservation of this species, particularly in relation to habitat conservation and home-range modelling.

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).

Conversations with the public : the role of journalists and public relations practitioners in creating civil discourses in non-metropolitan settings

This research deconstructs the relationship between journalists and public relations practitioners operating in non-metropolitan contexts. In identifying the specific differences in the way this relationship is defined within these contexts the research highlights the impact of these differences on the conversations  these media professionals have with their publics. Ultimately this relationship is see to be a key definer of the nature of the civil discourses within these non-metropolitan communities.

Straight to the source : an exploratory study of Australia's regional newspaper journalists' checks on validity and accuracy of sources

This paper reports on an exploratory study that examined whether journalists
undertake the vital role of checking the validity and accuracy of information
supplied to them in media releases. It also monitored how much information
journalists used from press releases in their published work. The study followed Gandy's information subsidy theory by surveying 10 local government media relations officers who regularly issued media releases via
electronic mail or facsimile to a sample of 14 rural/regional newspapers. The data analysed found that rural/regional journalists were not adequately verifying information supplied in media releases and using a significant amount of this information verbatim.

Robust power controllers in cellular radio systems

The paper presents a framework to design robust transmit power controllers in cellular radio systems. The robust controllers designed are able to guarantee the quality of service (QoS) by keeping the carrier-to-inference-plus-noise ratio (CIRN) above a desired level in face of network link gain variations. The controller design problem is solved by solving a noncooperative dynamic game between the controller and unknown link gain variations.