Last week, CJR released a new report by the Columbia University Graduate School of Journalism and the Tow Center for Digital Journalism, entitled “The Story So Far: What we know about the business of journalism.” To supplement Chapter Seven, “Dollars and Dimes: The new cost of doing business,” assistant editor Lauren Kirchner spoke with John Temple, currently editor of the online-only news site Honolulu Civil Beat, formerly editor of the Rocky Mountain News, about his transition from a big newsroom to a small one, and how his site is able to support himself with reader subscriptions. This is an edited transcript of their conversation.
What kinds of stories can’t you do, or do you choose not to do, at Honolulu Civil Beat that you might have done at the Rocky Mountain News?
Well, we’re still evolving, so what we can and can’t do will vary and develop over time. But we tend to be more focused than you would be at a general interest news publication. With a large newsroom, you can pursue a whole range of story types, and we can’t do that—we’re pretty focused on enterprise public affairs journalism. It’s more like we’re a department of a newspaper. And I think that’s more reflective of the new Internet economy, where you have to be good at something, and you can’t think that you’ll survive by doing all things. Because it’s just ridiculous to think, for example, today, that somebody’s going to be looking at The Des Moines Register website to understand global news, right? You look to Des Moines to understand, maybe, agriculture in the Midwest and local issues. And that may connect to global issues, but it will be through that local filter. So I think now everyone is much more focused.
What are some of the advantages of working for a smaller organization that’s a startup, with a smaller staff?
We’re much more nimble, and we’re much more able to change course to adapt new techniques. We’re not burdened by the legacy traditions of our organization; in fact, we’re having to invent our approaches. We see that in how the community we cover perceives us, in the sense that they don’t actually know what to expect from us. We’re unpredictable. While they fully understand what to expect from a newspaper reporter or editorial board or columnist, the community—and I’m talking now about elected officials, business leaders, government officials—they can tell that we play by different rules, and that we’re making up the rules as we go along. Of course, there are fundamental commitments to accuracy, independent reporting, and verifying what we report. But we’re very different. That’s one of the real benefits of being at a smaller organization—you can experiment more easily, and I think you can maybe learn more quickly.
Also you end up with a much flatter organization, so everybody stays really in touch with the journalism. If you take our organization, there are fourteen people total in the business. Every one of them, whether they’re “journalists” or not, does journalism. The person who runs our operations also shoots video, edits video, and helps with posting things to the website. The software engineers do all kinds of data analysis. The president of the company helps with editing and writing editorials. The publisher is the same way. We’re all involved in the journalism. So it’s much flatter and much more integrated an organization, and I think that builds a better understanding within the entire operation about what it is we’re trying to do, and a greater appreciation of it.
I see your site has a membership program, and that you require people to register as members before they can comment on stories. Can you describe that program and how it works?