Posts about cuny

Local blog and business models event at CUNY

I’m putting out a call for local bloggers within traveling distance from New York – and for journalists who’ve left their jobs or are thinking about leaving to start local news blogs – to attend a series of workshops at CUNY on Nov. 11.

The first half of the day, we’ll be presenting and discussing the New Business Models for News Project projections for the local news ecosystem (earlier presented at a Knight Foundation-sponsored event at the Aspen Institute). In the second half of the day, we will have workshops and discussions aimed at improving local sites’ businesses: setting up; serving ads; selling ads; marketing; managing communities; and more – plus presentations by companies working to help these sites, including Outside.in Growthspur, Prism, Google, Addify, PaperG, Spot.us, and others. We will have a mix of bloggers, editors, publishers, entrepreneurs, investors, and companies working in the new local news ecosystem. Gannett New Jersey and The New York Times are contributing to the effort.

Space is limited so right now we’re just putting out the call for bloggers and journalists who have or plan to have local sites to give them priority. A preemptive apology to those for whom we don’t have room; we’ll do our best to accommodate everyone we can. Know also that we’ll be streaming the day. If you’d like an invite, please email David Cohn (david@spot.us), who’s kind enough to help organize this, our third CUNY conference on the topic, and who’s a helluva lot better organized than I am. Please make sure to give us a link to your site.

A poor craftsman blames others’ tools

Compare these two columns about Twitter: one by Mike DeArmond, a sports hack in Kansas City, and one by Roger Cohen in The New York Times. They are each frustrated that Twitter doesn’t fit into their set-in-concrete view of what they do and what journalism is – and how others fit in.

The sports guy’s column is, of course, the sillier:

Let’s quit tweet, tweet, tweeting like the birdbrains do. I don’t care what your friend had for lunch. . . .

I really don’t object to the message so much as the medium. . . .

I became a journalist because I love words. The way they can be used to paint an image, to link observation and explanation.

It is why I think it is wonderful to write about how some questions are so rambling that they climb the wall, scoot around a corner, take a stop in the men’s restroom, and only then arrive at their intended point.

You can’t do that with Twitter. You’re limited to 140 characters. And most people waste even those.

Now Cohen:

Twitter’s pitch is “Share and discover what’s happening right now, anywhere in the world.” That’s what it does — up to a point. It’s many things, including a formidable alerting system for a breaking story; a means of organization; a monitor of global interest levels (Iran trended highest for weeks until Michael Jackson’s death) and of media performance; a bank of essential links; a rich archive; and a community (“Twitter is my best friend.”)

But is it journalism? No. In fact journalism in many ways is the antithesis of the “Here Comes Everybody” — Clay Shirky’s good phrase — deluge of raw material that new social media deliver. For journalism is distillation. It is a choice of material, whether in words or image, made in pursuit of presenting the truest and fairest, most vivid and complete representation of a situation.

It comes into being only through an organizing intelligence, an organizing sensibility. It depends on form, an unfashionable little word, without which significance is lost to chaos. As Aristotle suggested more than two millennia ago, form requires a beginning and middle and end. It demands unity of theme. Journalism cuts through the atwitter state to thematic coherence.

In each case, The Journalist is confronted with something new and if it doesn’t fit in with their world and worldview, they find reasons to reject it, to diminish it, to make it the province of others, not The Journalist – because it’s The Journalist who is empowered to say what journalism is. DeArmond’s going for laughs, Cohen for profundity, but they’re each only showing that they are not imaginative enough to recognize the power that comes from a new tool – no, not the tool but the connection to the people who are using it. I’d never let my students get away with that. I always try to get them to look at a tool and see how it can be used to improve journalism, not just violate its age-old dictates.

In these screeds, we also get a glimpse of these Journalists’ definitions of journalism. I say that news was made into a product by the necessities and limitations of its means of production and distribution in print and broadcast. News is properly a process, I believe. Cohen says, no, it must have a beginning, middle, and end, a narrative he sets, an order he gives, a chaos he rejects. He says elsewhere in his column that presence is necessary to do journalism; he thus says that it takes a reporter to report, that news without the journalist him or herself bearing witness to it is not real news. He puts The Journalist at the center of news. I say the journalist is the servant of news. I tell my students to add journalistic value to what is already being spread – reporting, fact-checking, perspective, answers – but recognize that the news is there with or without them. It is gathered and spread by the people who see it and need it with new tools, like Twitter. Like it or not.

: LATER: But at the same time, here‘s The Times’ David Pogue using Twitter to talk with the public to do his journalism.

New Business Models for News Project

The New Business Models for News Project is now well underway at the City University of New York Graduate School of Journalism. Here’s the blog and below is the post explaining our work:

We at the City University of New York Graduate School of Journalism believe that the discussion about the future of journalism — as newspapers and other news organizations find their business rapidly eroding around them — needs to be informed by facts, figures, and business specifics. That is why we created the New Business Models for News Project.

The project is researching best practices in the business of journalism online, gathering new ideas and experiments in revenue for news. We will build complete business models to share with the industry and with the journalists, communities, entrepreneurs, technologists, and investors who will create the future of news.

The project is funded by the Knight and McCormick Foundations. Two earlier conferences leading up to the work of the project were funded by the MacArthur Foundation. The work of the project’s first phase will be presented at the Aspen Institute in August and will be shared, publicly and in progress, on this site.

Our work begins with the assumption that there will be a market demand for quality journalism, watchdogging those in power, and that the market will find a way to meet that demand. The question so many are asking is how. We will attempt to answer that by projecting the future of news in a metropolitan area, concentrating on four perspectives — hyperlocal, the new news organization, publicly supported journalism, and the framework to support this new news economy as a whole.

We will use as our model market a hypothetical top 25 metro area in the U.S. where the sole daily newspaper has ceased publication. In short: We are asking what will fill the void. We posit that no single company or product will do that. Instead, an ecosystem made up of many players operating under many models and motives will emerge. In all cases, we are agnostic as to who owns and operates these entities: legacy or new companies, large or small. In that context, we will examine:

* The optimal hyperlocal (town or neighborhood) blog or site. We will look at how to maximize revenue to such sites, whether they are run by sole proprietors, larger startups, or established media companies. This will include helping sites provide the best and most valuable service to local advertisers; establishing local networks of fellow hyperlocal sites to increase sales and revenue opportunities; larger metro-wide networks; and exploring other revenue opportunities, such as paid models and commerce. We will look at what these sites need to succeed, such as networks, promotion by aggregators, and technology.

* The new news organization. Even after a market loses its daily paper, we believe there is an opportunity for a new news organization to be reconstituted around key journalistic roles serving the metro-area. We will project the scale of such an enterprise: its audience and revenue yielding its resources and functions: reporting, aggregation/curation, perhaps organizing the broader community and its news efforts. How many employees can a profitable, journalism-centered business support and what can and should they do? What is its relationship with other players in the ecosystem?

* Publicly supported journalism. We do not believe that any single savior– foundation, government, device, or massive public contribution — will rescue an existing news organization as it operates today from the crush of the market. But we do believe that publicly supported journalism — that is, from individuals, foundations, and perhaps companies — can play a role in this model city’s news ecosystem. This could take the form of a local Pro Publica or of crowdsourced funding through a platform such as Spot.US or of an expansion of public broadcasting’s role. The key question we will answer is what level of support will likely be available — projecting from current efforts locally — and what those resources could provide.

* The ecosystem’s framework. We will examine the supporting infrastructure this ecosystem will likely need, bringing together independent players to reach critical mass so they can recognize greater market value (in, for example, advertising networks and in mutual promotion) and greater efficiency (in, for example, technology platforms, the ability to create collaborative projects, training in journalism and sales, search-engine optimization…). Once again, we are agnostic to ownership: These functions could come from a single company (which is how we will present the model); they also could be provided by a legacy player or they could be offered by various players. To quote Mark Potts at one of our CUNY conferences, “You may want to be small, but to succeed at being small, you probably have to be part of something big.”

In addition, the project will gather and also propose a catalog of revenue models, working with those who are building systems to support paid content; interviewing local advertisers to learn more about their needs; talking with sites in the U.S. and elsewhere to learn what is working and not working for them; examining the possibilities for more unusual revenue streams such as e-commerce.

After this work is well underway and after the Aspen report in August, we plan to extend the project’s work to examine more business models, such as national and international content exchanges; interest-based sites and networks;

The project is headed at CUNY by Prof. Jeff Jarvis, head of the interactive program. Peter Hauck is project director, working with Jennifer McFadden, business analyst; business researchers Kate Albert, Gary Frangipane, Noah Xifr, Darshan Dedhia, Frank DiBartolo, and Senem Coskun of Baruch’s Lawrence N. Field Center for Entrepreneurship at the Zicklin School of Business; and reporters Matthew Sollars and Damian Ghigliotty, both graduates of the CUNY Graduate School of Journalism. We are grateful to the Field Center’s Edward Rogoff and Monica Dean for their support. We are also happy to tell you that Jeff Mignon and Nancy Wang of Mignon Media are also working with us.

Interactive teaching position at CUNY

Here‘s a job listing for a new tenure-track teaching position in the interactive department I head at CUNY’s Graduate School of Journalism. I’ll spare you the sales pitch. We’re doing many exciting things at the school and it is growing robustly. Here are a few posts I’ve written about what we’re doing.

But first: Please do NOT use my email address. Instead, send your letter and resume – and links to your blog and online, interactive work – to this address and this address only: interactive_search@journalism.cuny.edu. (Thanks.)

What’s a medium?

At CUNY’s Graduate School of Journalism we just told the students that they no longer need to commit to a media track – print, broadcast, or interactive. We believe this is the next step in convergence. All media become one.

Since the day we opened our doors, CUNY has taught all students all media. In the first of three semesters (plus an internship), everyone takes the fundamental of interactive course and (as of this year’s class) a fundamentals of broadcast course. They all learn how to gather news and tell stories in audio, video, blogs, live blogs, wikis, Twitter, social tools, and whatever comes next. Of course, they also learn the eternal verities of journalism and techniques of reporting and writing. They are now exposed to the fundamentals of the business of journalism. As they progress through other classes in their subject specialties, they are required to create stories in various media.

We had still required our students to pick a track and I’ll confess that many people asked us why we did that. My answer was that employers would expect this specialization. It was, in truth, a dash of caution. But then we heard – particularly from adjunct faculty still working in the field – that this wasn’t necessarily so. We also watched our students from any track work in any track. And we’re getting better (and still need to get better) at requiring work in many media throughout the program.

From the day the school started, various faculty members – including, notably, the head of broadcast – wanted to find the way to tear down the walls between the tracks. Now we thought it was time.

So what we’ve really done is simply give students more choice. We still have the same media courses and department. We still have prerequisites for the ultimate course in each medium (you can’t take interactive III without having taken interactive II). But now we will advise students to select courses based on what they want to do professionally as well as what they already know (because many students enter the school proficient in various new media).

We’ve given the students various scenarios: Someone who wants to work in broadcast or online will likely take the courses they would have taken anyway. But now a student can take the full track in both electronic media. Or a student who comes in with good skills in those electronic media may choose to strengthen skills in what we used to call print (we’re not sure what to call it now so we’re calling that core). Electives that used to be offered mainly to students in a track – like my entrepreneurial journalism course – will now be open to all.

We also offer many workshops during our January academy between semesters and through the year: in photojournalism, Flash, copy-editing, VJ video storytelling, and so on. We’ll add more, especially as we also offer our graduates refresher courses as part of our 100,000-mile guarantee to keep them up to date.

Those are the details. The bigger point is that media is becoming singular. Especially as newspapers die and more people watch what we used to call TV online or on mobile, it will be absurd to separate the forms. In my day (picture me blogging that from a rocking chair), we had to pick our medium once for a career. Now, every time a journalist goes out to cover news, she must be equipped and prepared to gather and share it in any and all media. That’s what we mean when we say convergence.

We’re very lucky at CUNY that we’re new and don’t have the legacy of old media practices and turfs to deal with. I don’t say that to pile on other journalism schools that are struggling with how to change as fast as the media world around them, reflecting the same struggle in newsrooms (more than once, I heard the cry, “fuck new media”). Nor do I want to pretend for a second that we’ve solved the problem; we are constantly updating our thinking and our curriculum. It’s a never-ending discussion that we have in faculty meetings and training sessions on RSS, mobile, blogging, wikis, Twitter, new media architecture, new news business models, and so on. As Rich Gordon at Northwestern’s Medill J-school has long said, the most important skill we need to teach is change. And we can’t teach it fast enough.